Master Plan 2037 (DRAFT) Regina International Airport i
Master Plan 2037
Final Report (DRAFT)
Regina International Airport
Prepared for
Prepared by
And supported by
May 2018
Master Plan 2037 (DRAFT) Regina International Airport ii
Master Plan 2037 (DRAFT) Regina International Airport iii
CONTENTS
Chapter 1 – INTRODUCTION ...................................................................................................................... 1-1
OVERVIEW OF REGINA INTERNATIONAL AIRPORT ................................................................................ 1-1
Regina International Airport and Authority History .............................................................................. 1-2
Airport Role and Economic Impact ........................................................................................................ 1-2
MASTER PLAN OverView ........................................................................................................................ 1-4
PLANNING PRINCIPLES AND GOALS ....................................................................................................... 1-5
Chapter 2 – AVIATION DEMAND FORECAST .............................................................................................. 2-1
SOCIO-ECONOMIC ENVIRONMENT ........................................................................................................ 2-1
Geography .......................................................................................................................................... 2-1
Population .......................................................................................................................................... 2-2
Employment ....................................................................................................................................... 2-3
Labour Force Participation ................................................................................................................. 2-3
Unemployment .................................................................................................................................. 2-4
Labour Productivity ............................................................................................................................ 2-4
Job Tenure .......................................................................................................................................... 2-5
Economy ............................................................................................................................................. 2-6
AIR TRAFFIC FORECAST .......................................................................................................................... 2-7
Air Passenger Forecast ....................................................................................................................... 2-8
Aircraft Movements Forecast .......................................................................................................... 2-19
Peak Hour Forecast .......................................................................................................................... 2-27
Chapter 3 – EXISTING FACILITIES AND CONDITIONS ................................................................................. 3-1
AIRPORT SITE.......................................................................................................................................... 3-1
AIRFIELD ................................................................................................................................................. 3-4
Runways ............................................................................................................................................. 3-4
Taxiways ............................................................................................................................................. 3-6
Aprons ................................................................................................................................................ 3-6
Airspace .............................................................................................................................................. 3-7
AIR TERMINAL BUILDING (ATB) ............................................................................................................. 3-9
GROUND TRANSPORTATION ................................................................................................................ 3-14
Airport Entrance and Circulation Roadways .................................................................................... 3-14
Curbsides .......................................................................................................................................... 3-14
Automobile Parking Areas ............................................................................................................... 3-14
Master Plan 2037 (DRAFT) Regina International Airport iv
Rental Cars ....................................................................................................................................... 3-15
AIR CARGO ........................................................................................................................................... 3-15
GENERAL AVIATION ............................................................................................................................. 3-15
AIRPORT SUPPORT FACILITIES ............................................................................................................. 3-16
COMMERCIAL DEVELOPMENT ............................................................................................................. 3-17
GOVERNMENT FACILITIES .................................................................................................................... 3-17
Chapter 4 - AIRFIELD ANALYSIS .................................................................................................................. 4-1
RUNWAY LENGTH REQUIREMENTS ....................................................................................................... 4-1
PRECISION APPROACH CAPABILITY FOR RUNWAY 31 ........................................................................... 4-4
RUNWAY INTERSECTION AND TAXIWAY K ............................................................................................. 4-5
APRON II EXPANSION ............................................................................................................................. 4-6
CENTRALIZED DEICING FACILITY (CDF) .................................................................................................. 4-7
SOUTH DEVELOPMENT .......................................................................................................................... 4-9
Chapter 5 - AIR TERMINAL BUILDING ........................................................................................................ 5-1
METHODOLOGY AND ASSUMPTIONS .................................................................................................... 5-1
Peak Period Activity ........................................................................................................................... 5-1
FACILITY REQUIREMENTS....................................................................................................................... 5-2
Check-in .............................................................................................................................................. 5-2
Security Screening .............................................................................................................................. 5-3
Holdroom ........................................................................................................................................... 5-3
Canada Border Services Agency ......................................................................................................... 5-4
Baggage Claim .................................................................................................................................... 5-5
Aircraft Parking Positions ................................................................................................................... 5-5
Constraints and Limitations ................................................................................................................... 5-6
TERMINAL ALTERNATIVES ...................................................................................................................... 5-7
Short-Term Alternatives ..................................................................................................................... 5-7
Long-Term Alternatives .................................................................................................................... 5-10
Recommended Phasing plan ................................................................................................................ 5-28
Chapter 6 GROUNDSIDE ACCESS ............................................................................................................... 6-2
FACILITY REQUIREMENTS....................................................................................................................... 6-2
Public Parking ..................................................................................................................................... 6-2
Employee Parking............................................................................................................................... 6-3
Terminal Curbside .............................................................................................................................. 6-3
Master Plan 2037 (DRAFT) Regina International Airport v
Airport Roadways ............................................................................................................................... 6-4
Rental Car Facilities ............................................................................................................................ 6-5
ALTERNATIVES........................................................................................................................................ 6-6
Alternative 1 – Expand Existing Facilities ........................................................................................... 6-6
Alternative 2 – Parking Garage .......................................................................................................... 6-7
Alternative 3 – Expand Roadway Loop .............................................................................................. 6-9
Alternative 4 – New Loop Road ....................................................................................................... 6-10
Evaluation ........................................................................................................................................ 6-12
Chapter 7 – SUPPORT FACILITIES ............................................................................................................... 7-1
AIR TRAFFIC CONTROL TOWER (ATCT) .................................................................................................. 7-1
MAINTENANCE AND SUPPORT FACILITIES ............................................................................................. 7-3
Chapter 8 – COMMERCIAL DEVELOPMENT ............................................................................................... 8-1
HOTEL ..................................................................................................................................................... 8-1
GAS STATION AND CONVENIENCE STORE ............................................................................................. 8-3
FEASIBILITY AND MARKET STUDY .......................................................................................................... 8-4
Chapter 9 - ENVIRONMENTAL CONSIDERATIONS ...................................................................................... 9-1
NOISE Exposure Forecast (NEF) ............................................................................................................. 9-1
Noise Contours ................................................................................................................................... 9-1
Noise and Land Use ............................................................................................................................ 9-1
Adoption of Noise Contours for Long-Term Planning ........................................................................ 9-2
Known Environmental Issues ................................................................................................................. 9-4
ENVIRONMENTAL Policy and Procedures Review ................................................................................. 9-4
Overview ............................................................................................................................................ 9-4
Environmental Policy ......................................................................................................................... 9-5
Environmental Management System Policy Manual ......................................................................... 9-5
Environmental Management System Overview ................................................................................ 9-6
Environmental Programs ................................................................................................................... 9-7
Environmental Review Process .......................................................................................................... 9-9
Chapter 10 – UTILITIES ............................................................................................................................. 10-1
POTABLE WATER DISTRIBUTION .......................................................................................................... 10-1
WASTEWATER COLLECTION ................................................................................................................. 10-1
STORM WATER COLLECTION ............................................................................................................... 10-2
ELECTRICAL DISTRIBUTION .................................................................................................................. 10-2
Master Plan 2037 (DRAFT) Regina International Airport vi
NATURAL GAS DISTRIBUTION .............................................................................................................. 10-3
COMMUNICATION SERVICES ............................................................................................................... 10-3
AIR TERMINAL BUILDING EXPANSION ................................................................................................. 10-3
Chapter 11 RECOMMENDED IMPLEMENTATION PLAN ........................................................................... 11-2
PHASE 1 ................................................................................................................................................ 11-2
PHASE 2 ................................................................................................................................................ 11-5
PHASE 3 .............................................................................................................................................. 11-10
LONG-TERM PLANNING RESERVES .................................................................................................... 11-14
Runway Extensions ........................................................................................................................ 11-14
ATB Expansion ................................................................................................................................ 11-14
New Roadway Connector............................................................................................................... 11-14
Chapter 12 – AIRPORT LAND USE PLAN 2037 .......................................................................................... 12-1
Guiding Principles ................................................................................................................................ 12-1
Land Use Designations ......................................................................................................................... 12-1
Proposed Land Use Plan ...................................................................................................................... 12-2
Airside System .................................................................................................................................. 12-2
Air Terminal Building Reserve .......................................................................................................... 12-3
Ground Transportation System Reserve .......................................................................................... 12-3
Operations Facilities Reserves ......................................................................................................... 12-3
Airport Support Facility Reserves ..................................................................................................... 12-3
Airside Commercial Reserves ........................................................................................................... 12-3
Groundside Commercial Reserves ................................................................................................... 12-4
Air Cargo Reserve ............................................................................................................................. 12-4
Airport Reserves ............................................................................................................................... 12-4
Summary .............................................................................................................................................. 12-4
Chapter 13 CONSULTATION PROGRAM ................................................................................................... 13-2
Airport Stakeholder Consultation .................................................................................................... 13-2
Public Consultation .......................................................................................................................... 13-3
Conclusion ........................................................................................................................................ 13-4
APPENDIX A – OPEN HOUSE SUMMARIES ............................................................................................... 13-1
Master Plan 2037 (DRAFT) Regina International Airport vii
Tables
Table 2-1. Saskatchewan and Regina Population, 1996-2016 ................................................................... 2-2
Table 2-2. Employment, 2010-2016 ........................................................................................................... 2-3
Table 2-3. Labour Force Participation, 2010-2016..................................................................................... 2-4
Table 2-4. Unemployment, 2010-2016 ...................................................................................................... 2-4
Table 2-5. Scheduled Departing Seat Capacity at YQR, by Sector and Carrier ....................................... 2-10
Table 2-6. Domestic E/D Passenger Forecast, 2017-2037 ....................................................................... 2-13
Table 2-7. Transborder E/D Passenger Forecast, 2017-2037 .................................................................. 2-15
Table 2-8. Other International E/D Passenger Forecast, 2017-2037 ....................................................... 2-17
Table 2-9. Total E/D Passenger Forecast, 2017-2037 .............................................................................. 2-19
Table 2-10. Commercial Aircraft Movements Forecast, 2017-2037 ........................................................ 2-23
Table 2-11. General Aviation Aircraft Movements Forecast, 2017-2037 ................................................ 2-25
Table 2-12. Total Aircraft Movements Forecast, 2017-2037 ................................................................... 2-27
Table 2-13. Forecast ADPM Peak Hour Passengers, Most Likely Forecast .............................................. 2-30
Table 2-14. Forecast ADPM Peak Hour Commercial Aircraft Movements, Most Likely Forecast ........... 2-30
Table 3-1. Existing building inventory ...................................................................................................... 3-4
Table 3-2. Regina Airport runway characteristics ...................................................................................... 3-5
Table 3-3. Regina Airport taxiway characteristics ...................................................................................... 3-6
Table 3-4. Aircraft parking space allocation .............................................................................................. 3-8
Table 3-5. Terminal building space allocation ........................................................................................... 3-9
Table 3-6. Automobile parking facilities .................................................................................................. 3-15
Table 3-7. General aviation tenants and facilities ................................................................................... 3-16
Table 4-1. Takeoff Length Requirements for Flights to Cancun, Reykjavik, and Frankfurt. ...................... 4-2
Table 5-1. Peak Period Activity Summary .................................................................................................. 5-1
Table 5-2. Check-in Lobby Requirements .................................................................................................. 5-2
Table 5-3. Security Screening Requirements ............................................................................................. 5-3
Table 5-4. Holdroom Requirements .......................................................................................................... 5-4
Table 5-5. Baggage Claim Requirements ................................................................................................... 5-5
Table 5-6. Aircraft Parking Position Requirements .................................................................................... 5-6
Table 6-1. Evaluation of Groundside Alternatives ................................................................................... 6-12
Table 7-1. Evaluation of ATCT Sites............................................................................................................ 7-3
Table 7-2. Evaluation of Maintenance and Support Sites .......................................................................... 7-5
Table 8-1. Evaluation of Potential Hotel Sites ........................................................................................... 8-2
Table 8-2. Evaluation of Potential Gas Station / Convenience Store Sites ................................................ 8-4
Table 9-1. Transport Canada's Community Response Predictions ........................................................... 9-2
Table 11-1. Phase 1 Project Cost Estimates ............................................................................................ 11-4
Table 11-2. Phase 2 Project Cost Estimates ............................................................................................ 11-9
Table 11-3. Phase 3 Project Cost Estimates .......................................................................................... 11-13
Table 12-1. Area Allocation by Land Use Designation ............................................................................. 12-2
Table 13-1. Airport stakeholder consultation committees ...................................................................... 13-2
Master Plan 2037 (DRAFT) Regina International Airport viii
Figures
Figure 1-1. Map of the City of Regina ........................................................................................................ 1-1
Figure 1-2. Master planning process timeline ........................................................................................... 1-5
Figure 2-1. Regina's Regional Geography and Catchment Area ................................................................ 2-1
Figure 2-2. Saskatchewan's Projected Population, 2017-2038 .................................................................. 2-3
Figure 2-3. Labour Productivity .................................................................................................................. 2-5
Figure 2-4. Job Tenure ............................................................................................................................... 2-5
Figure 2-5. Real GDP Growth of Saskatchewan, 2010-2018 ...................................................................... 2-6
Figure 2-6. Saskatchewan's Economy by Industry ..................................................................................... 2-7
Figure 2-7. Historical Enplaned/Deplaned Passengers at YQR, by Sector (thousands) ............................. 2-9
Figure 2-8. Forecast Annual Domestic E/D Passengers, 2017-2037 (millions) ........................................ 2-12
Figure 2-9. Forecast Annual Transborder E/D Passengers, 2017-2037 (millions) ................................... 2-14
Figure 2-10. Forecast Annual Other International E/D Passengers, 2017-2037 (millions) ...................... 2-16
Figure 2-11. Forecast Annual Total E/D Passengers, 2017-2037 (millions) ............................................. 2-18
Figure 2-12. Historical Itinerant Aircraft Movements at YQR, by Sector (thousands) ............................. 2-20
Figure 2-13. Forecast Annual Commercial Aircraft Movements, 2017-2037 (thousands) ...................... 2-22
Figure 2-14. Forecast Annual General Aviation Aircraft Movements, 2017-2037 (thousands) .............. 2-24
Figure 2-15. Forecast Annual Total Aircraft Movements, 2017-2037 (thousands) ................................. 2-26
Figure 2-16. Estimated Arriving and Departing Passengers, 17 January 2017 ........................................ 2-28
Figure 2-17. Arriving and Departing Commercial Aircraft, 17 January 2017 ........................................... 2-29
Figure 3-1. Campus Map of Regina International Airport.......................................................................... 3-2
Figure 3-2. Terminal Area Map of Regina International Airport ................................................................ 3-3
Figure 3-3. Map of aircraft parking positions on Apron I........................................................................... 3-7
Figure 3-4. Terminal building main level floor plan ................................................................................. 3-10
Figure 3-5. Terminal building second level floor plan ............................................................................. 3-11
Figure 3-6. Terminal building basement level floor plan ......................................................................... 3-12
Figure 3-7. Terminal building curbside allocation.................................................................................... 3-14
Figure 4-1. Takeoff Length Requirements at MTOW (Hot day, 600m MSL) .............................................. 4-2
Figure 4-2. Runway Extension to the North ............................................................................................... 4-3
Figure 4-3. Runway Extension to the South. .............................................................................................. 4-3
Figure 4-4. Regina Airport Wind Direction and Magnitude 2007-2016. .................................................... 4-4
Figure 4-5. Arrival Runway Usage 2014-2016. ........................................................................................... 4-5
Figure 4-6. Re-Design on Taxiway K and Runway Intersection. ................................................................. 4-6
Figure 4-7. Apron II Expansion with Runway 26 OLS. ................................................................................ 4-7
Figure 4-8. Location of the Future Centralized Deicing Facility and Parallel Taxiway. .............................. 4-8
Figure 4-9. Layout Plan for Proposed CDF. ................................................................................................ 4-9
Figure 4-10. South Development Area with New FBO Complex and Parallel Taxiway. ........................... 4-10
Figure 5-1. Sample Optimized Check-in Lobby .......................................................................................... 5-3
Figure 5-2. Short-Term Pre-Board Screening Location Alternatives .......................................................... 5-8
Figure 5-3. Short-Term Holdroom Expansion Alternatives ........................................................................ 5-9
Figure 5-4. Short-Term Alternatives Evaluation ........................................................................................ 5-9
Figure 5-5. Preferred Short-Term Development of Second Level .......................................................... 5-10
Figure 5-6. Proposed Evaluation Criteria ................................................................................................. 5-11
Master Plan 2037 (DRAFT) Regina International Airport ix
Figure 5-7. Air Terminal Building Alternative 1 ....................................................................................... 5-13
Figure 5-8. Air Terminal Building Alternative 2 ........................................................................................ 5-14
Figure 5-9. Air Terminal Building Alternative 3 ....................................................................................... 5-15
Figure 5-10. Air Terminal Building Alternative 4 ...................................................................................... 5-16
Figure 5-11. Air Terminal Building Alternative 5 ...................................................................................... 5-17
Figure 5-12. Air Terminal Building Alternative 6 ...................................................................................... 5-18
Figure 5-13. Air Terminal Building Alternative 7 ...................................................................................... 5-19
Figure 5-14. ATB Refined Alternative 1 .................................................................................................... 5-23
Figure 5-15. ATB Refined Alternative 2 .................................................................................................... 5-24
Figure 5-16. ATB Refined Alternative 3 .................................................................................................... 5-25
Figure 5-17. ATB Refined Alternative 4 .................................................................................................... 5-26
Figure 5-18. Long-Term Alternatives Evaluation ..................................................................................... 5-28
Figure 5-19. ATB Phase 1 ......................................................................................................................... 5-29
Figure 5-20. ATB Phase 2 ......................................................................................................................... 5-30
Figure 5-21. ATB Phase 3 ......................................................................................................................... 5-31
Figure 6-1. Public Parking Program ............................................................................................................ 6-2
Figure 6-2. Short-Term Public Parking Program ........................................................................................ 6-3
Figure 6-3. Employee Parking Program ..................................................................................................... 6-3
Figure 6-4. Terminal Curbside Program ..................................................................................................... 6-4
Figure 6-5. Airport Roadway Safety and Resiliency Issues ........................................................................ 6-5
Figure 6-6. Rental Car Customer Service Counter Requirements ............................................................. 6-5
Figure 6-7. Rental Car Ready/Return Parking Space Requirements ......................................................... 6-6
Figure 6-8. Rental Car QTA Area Requirements ........................................................................................ 6-6
Figure 6-9. Groundside Alternative 1 - Expand Existing Facilities .............................................................. 6-7
Figure 6-10. Groundside Alternative 2A - Phased Parking Garage ........................................................... 6-8
Figure 6-11. Groundside Alternative 2B - Phase 2 Garage........................................................................ 6-9
Figure 6-12. Groundside Alternative 3 - Terminal Loop Expansion ........................................................ 6-10
Figure 6-13. Groundside Alternative 4A – New Roadway Loop Through SPMC Hangar Site ................. 6-11
Figure 6-14. Groundside Alternative 4B - New Roadway Loop Through SPMC Hangar Site and Modified
Access to Southern Support Area ............................................................................................................ 6-12
Figure 7-1. Potential ATCT Locations ........................................................................................................ 7-2
Figure 7-2. Potential Maintenance Facility Site Locations ........................................................................ 7-4
Figure 8-1. Potential Hotel Sites ............................................................................................................... 8-1
Figure 8-2. Potential Sites for a Gas Station and Convenience Store ....................................................... 8-3
Figure 8-3. Recommended Development Zones for Airport Property ..................................................... 8-5
Figure 8-4. Recommended Timeframe for Airport Land Development .................................................... 8-5
Figure 9-1. Noise Exposure Forecast for 2017 Aircraft Movements ......................................................... 9-3
Figure 9-2. Noise Exposure Projection for 2037 Aircraft Movements ...................................................... 9-4
Figure 10-1. Existing Utility Lines at the Airport ...................................................................................... 10-4
Figure 10-2. Existing Utilities Near the Air Terminal Building .................................................................. 10-5
Figure 11-1. Phase 1 Implementation Plan – Terminal Area ................................................................... 11-5
Figure 11-2. Phase 1 Implementation Plan – Campus Map ..................................................................... 11-6
Figure 11-3. Phase 2 Implementation Plan – Terminal Area ................................................................... 11-7
Figure 11-4. Phase 2 Implementation Plan – Campus Map ..................................................................... 11-8
Master Plan 2037 (DRAFT) Regina International Airport x
Figure 11-5. Phase 3 Implementation Plan – Terminal Area ................................................................. 11-11
Figure 11-6. Phase 3 Implementation Plan – Campus Map ................................................................... 11-12
Figure 11-7. Long-Term Planning Reserves ............................................................................................ 11-15
Figure 12-1. 2037 Airport Land Use Plan ................................................................................................. 12-5
Figure 13-1. Layout at Open House #1 .................................................................................................... 13-3
Figure 13-2. Open House #3 .................................................................................................................... 13-5
Master Plan 2037 (DRAFT) Regina International Airport xi
Master Plan 2037 (DRAFT) Regina International Airport 1-1
Chapter 1 – INTRODUCTION
The Master Plan for Regina International Airport (Master Plan 2037) was developed to provide a strategic
roadmap for the Regina International Airport (the Airport or YQR). One of the fundamental basics of
airport planning is to ensure that the timing of future infrastructure development meets the needs of the
airport. A systematic development methodology was used to develop the Master Plan to forecast needs,
assess required capacity, and integrate different functional areas. Input was sought from various
departments within the Regina Airport Authority (RAA), surrounding communities, and the various
stakeholders of the Airport. Some of the key issues that were considered in the Master Plan included:
Terminal building “legacy” challenges, facility renovations, and potential expansions;
Parking demand and existing/future capacity;
Changing airline aircraft fleet mix: 19-, 35-, and 55-seat aircraft phase out;
Non-aeronautical revenue including Concessions and Land development;
Key processes and automation; and
Competitive environment.
This chapter includes an overview of the Airport, its history, its local economic impact, an overview of the
master planning process, and several planning principles and goals to guide the Master Plan.
OVERVIEW OF REGINA INTERNATIONAL AIRPORT YQR serves the City of Regina in the southeast
part of the Province of Saskatchewan, a region
with a population of more than half a million
people. The Airport is located four kilometres
southwest of Regina’s city center, as shown in
Figure 1-1. It is situated on approximately 600
hectares of land. The Airport is bounded by
the mainline Canadian Pacific Railway along
the northern perimeter, by Lewvan Drive
along the eastern edge, and the Harbour
Landing neighborhood south of the Airport. In
2016, the Airport reached a record number of
1,262,899 passengers, which placed it 15th
among Canada’s busiest airports by volume of
passenger traffic and second busiest in
Saskatchewan. The Airport is equipped with
two runways:
1. Runway 13-31 - 7,901-feet-long and
2. Runway 08-26 - 6,200-feet-long.
Regina International
Airport
Source: Regina Airport Authority
(https://www.yqr.ca/2011-05-10-16-50-29/about-raa)
Figure 1-1. Map of the City of Regina
Master Plan 2037 (DRAFT) Regina International Airport 1-2
REGINA INTERNATIONAL AIRPORT AND AUTHORITY HISTORY Flying in Regina has its historical beginnings in the early 1910s with the first airfield opening in the region
in 1919. After the First World War, a second airfield opened in the city’s southern Lakeview district, which
was designated as Canada’s first licensed air harbor. In 1927, the Regina Flying Club was formed and it
purchased 160 acres of land for the development of Regina’s third airport site. In 1928, the city of Regina
purchased this land from the flying club and started development of the present airport. Regina Municipal
Airport officially opened on September 15, 1930. Upon opening a new runway in 1932, the Airport
featured the first paved runway between Montreal and Vancouver. In the following years, the Airport
acquired additional property, built a new hangar, and airport lighting was added. These improvements
contributed to the start of scheduled airline services by Canadian Airways and Prairie Airways.
Regina Airport was taken over by Transport Canada with the outbreak of the Second World War.
Ownership was handed back to the City of Regina in 1955 and Transport Canada bought the airport back
from the city in 1972. In 1995, the first US scheduled airline service began under the Canada-US Open
Skies agreement. In 1998, the Regina Airport Authority (RAA) was formed and Transport Canada agreed
to transfer the operations and management of the airport to RAA in May 1999. Since that time, RAA has
been operating as an autonomous, not for profit entity. The airfield was named Roland J. Groome Field
after a local flight instructor at the Regina Flying Cub in the 1930s, who was the first commercially licensed
pilot in Canada.1
AIRPORT ROLE AND ECONOMIC IMPACT Under the National Airports Policy, the Airport is titled as a National Airport System (NAS) airport. With
26 NAS airports located across Canada, they have the combined capabilities of linking communities across
Canada and internationally.2 The Airport is both a trade and travel gateway to areas within Saskatchewan
as well as areas within neighbouring provinces, territories and beyond.
With scheduled and charter services for passengers and cargo, the Airport provides essential
infrastructure that links Regina and other Saskatchewan communities to the world. The Airport is served
by five airlines which operate, on average, 25 departing and arriving flights per day. These flights offer
non-stop connectivity to seven domestic, three transborder, and 13 international destinations, as well as
one-stop connectivity to over 250 destinations worldwide throughout the year.3 Other non-scheduled
general aviation operations are also offered at the Airport, including: sightseeing, commercial flight
training, aerial surveys, aerial inspection services, corporate/private aircraft operations and government
aircraft services. Support services, such as hanger storage, aircraft maintenance and fixed base
operations, are also provided.4
The Airport’s mission is “To seamlessly connect people and business to a world of experiences and
opportunities,” and it is supported through its vision to be “Saskatchewan's leading travel gateway and
business hub.”5 The combined effort of this vision and mission has enabled the Airport to achieve a record
1 2001-2021 YQR Airport Master Plan, 2002 Regina Flying Club (Online) History of Canadian Airports, T.M. McGrath, 1992 2 http://www.tc.gc.ca/eng/programs/airports-map_tc_airports-65.htm 3 RAA 2016 Annual Report - https://www.yqr.ca/images/annual-report.pdf 4 https://www.yqr.ca/images/corporate/reference-materials/yqr_master_plan_2007_-_2027.pdf 5 https://www.yqr.ca/2011-05-10-16-50-29/about-raa
Master Plan 2037 (DRAFT) Regina International Airport 1-3
number of passengers in 2016 totaling at 1.263 million, built primarily on the growth of domestic travel
in Canada.3
Regina is the capital and second largest city in Saskatchewan, with a population of nearly 236,500 people.
The province of Saskatchewan itself has a population of 1.10 million, making it the sixth largest province
in Canada, enabling it to produce a yearly GDP of $62.5 billion in 2016.6
Source: Statistics Canada7
YQR contributes significantly to employment and economic development in both the local community and
throughout the Province of Saskatchewan. Its economic importance is reflected in the estimated 3,497
Full-Time Equivalents (FTEs) of employment that are directly supported or facilitated by the airport and
$354 million directly contributed to economic output.8 Development in the regional and provincial
economy is supported by a strong transportation and logistics sector. The Airport operates as a critical
component to the economic prosperity of Saskatchewan, allowing Regina to host a several company
headquarters and facilitate travel by government officials.
The Airport is one of the Top Ten Centres of Employment in the Regina area.
Each 1,000 E&D9 passengers support 5.2 full-time jobs.
Each 1,000 E&D passengers create $241,000 of annual labor income.
Each 1,000 E&D passengers support $668,000 of GDP activity.
Each time a Boeing 737 lands and takes off, it supports 1.4 FTEs; $63,000 of annual labour income;
and $174,000 of GDP activity.
Each time a Bombardier Q400 lands and takes off, it supports 0.8 FTEs; $36,000 of annual labour
income; and $100,000 of GDP activity.
6 Statistics Canada 7 Photo in figure 1-2: https://m.aliexpress.com/item/32478062094.html 8 The 2015 Economic Impact of the Regina International Airport, R. P. Erickson & Associates (June 2016). 9 E&D – Enplaned and Deplaned
Population (2016): 1.10 million (sixth largest province in Canada)
GDP (2016): $62.5 billion
Median Household Income (2016): $84,900
Largest Industries: Industrial production, mining, quarrying, oil & gas, energy, agriculture,
forestry & fishing Sask
atch
ewan
Master Plan 2037 (DRAFT) Regina International Airport 1-4
MASTER PLAN OVERVIEW Airport master plans are one of several key documents maintained by airport authorities. The plan is
guided by the overall business strategy of RAA, which establishes the core mission, vision, values and
strategic targets. The master plan provides long-term guidance and helps facilitate the more detailed
capital plans and annual business and operational plans. The master plan projects demand 20 years into
the future to adequately plan the long-term investments needed to meet changing markets.
Air carriers, cargo/logistics firms and airport customers will not remain static over the course of the next
20 years. For example, some of the major trends in the aviation industry include the growth of ultra low-
cost providers, new international/network opportunities, and technological changes that generate new
possibilities in streamlining the flow of passengers on every step of their journey through an airport.
Ultimately, Master Plan 2037 serves as the document for RAA to:
Define future investments in the airport property;
Ensure that the physical infrastructure of the airport aligns with the business strategy;
Provide flexibility for changing market conditions; and
Ensure aviation potential for the community is realized.
With Master Plan 2037, the Airport will become:
A more connected airport to the city, the province, and the world;
An optimized and flexible facility, ready to meet future demands; and
A major contributor to the community by creating jobs and supporting the economy.
The master planning process is divided into seven primary stages:
1. Inventory – Identify the existing facilities at the Airport, their conditions and capacities, and
collect qualitative data regarding airport operations and facility functions.
2. Socio-Economics and Forecasts – Create aviation demand forecasts for commercial passenger
carriers, air cargo carriers, military, and general aviation.
3. Facility Requirements – Calculate the existing demand and capacity for Airport facilities and
project the demand for those facilities for future years. Develop requirements with basic
simulation models and analytical tools that account for the interplay between facilities.
4. Alternatives Analysis – Develop and conduct an evaluation of conceptual alternatives for future
development. Evaluation criteria includes economic viability, operational efficiency, and social
responsibility.
5. Implementation Plan – Refine the preferred development alternatives and develop a phasing
plan that will provide both near-term and long-term solutions.
6. Environmental Overview – Document the Airport’s performance with respect to several
environmental resource categories and tie its future development to enterprise-wide
sustainability goals.
7. Land-Use Approval and Documentation – Submit Land Use Plan to Transport Canada for official
approval.
Master Plan 2037 (DRAFT) Regina International Airport 1-5
A simplified diagram of the master planning process is shown in Figure 1-2.
Figure 1-2. Master planning process timeline
PLANNING PRINCIPLES AND GOALS Throughout the master planning process, the team referred to the Airport’s pre-existing Strategic Goals
as Planning Principles. Two goals were developed for each of the Strategic Goals. These Strategic
Goals/Planning Principles and the corresponding goals are as-follows:
Planning Principle: Exceptional Customer Service
o Goal: Enhance the image of the Airport campus with intuitive wayfinding and consistent
branding
o Goal: Provide a sense-of-place within the terminal building
Planning Principle: Grow Our Business
o Goal: Proactively accommodate potential growth in airline traffic
o Goal: Provide land-use guidelines and investment principles to inform quick decisions on
development opportunities
Planning Principle: Operational Excellence
o Goal: Enhance the safety, operational efficiency, and capacity of the airfield
o Goal: Implement sustainable solutions and mitigate impacts
Planning Principle: Sustained Financial Strength
o Goal: Provide an affordable capital improvement program
o Goal: Identify projects that generate new revenues and fast-track them, if appropriate
Planning Principle: Exceptional People doing an Exceptional Job Every Day
o Goal: Encourage ownership of initiatives through staff engagement
o Goal: Increase awareness of the plans throughout Authority communication
Master Plan 2037 (DRAFT) Regina International Airport 1-6
Master Plan 2037 (DRAFT) Regina International Airport 2-1
Chapter 2 – AVIATION DEMAND FORECAST This chapter consists of two primary sections: Socio-Economic Environment and Air Traffic Forecasts.
SOCIO-ECONOMIC ENVIRONMENT Throughout its history, YQR has been tied to the socio-economic fabric of Regina and Saskatchewan. A
socio-economic profile is outlined below, which informs the development of the air traffic forecasts.
Geography Regina is the capital of the Province of Saskatchewan, acting as the centre of the provincial government’s
services and operations. It is situated 240 kilometres south-southeast of Saskatoon (Saskatchewan’s other
major metropolitan area). It is also located over 500 kilometres west of Winnipeg, Manitoba, the nearest
city with a population of over 500,000 residents. The regional location and estimated catchment area are
identified in Figure 2-1.
The City occupies 180 km2 of flat and waterless prairie land, making it Saskatchewan’s second largest
urban centre by area. Notable neighbourhoods include the downtown business district, Harbor Landing
(immediately South of the Airport), the Crescents, and Westerra (currently in development northwest of
the Airport).
Figure 2-1. Regina's Regional Geography and Catchment Area
Master Plan 2037 (DRAFT) Regina International Airport 2-2
Population According to Statistics Canada, Saskatchewan’s estimated 2016 population is 1,150,632. This is an
increase of 84,283 persons (7.9%) from the 2011 Census population of 1,066,349. This growth is similar
to urban population growth, as Saskatchewan’s cities grew in aggregate by 9.9% from 596,124 in 2011 to
655,313 persons.10
The City of Regina is the second most populated area in Saskatchewan. Regina accounts for approximately
21% of the provincial population. Regina’s population totalled 215,106 in 2016, compared to 192,079 in
2011, representing an 11.4% increase. The Regina Census Metropolitan Area’s (CMA’s) population was
247,224 in 2016. Table 2-1 compares the population of Saskatchewan and the Regina CMA between 1996
and 2016.
Table 2-1. Saskatchewan and Regina Population, 1996-2016
Year Saskatchewan
% Change from
Preceding
Census Year
Regina CMA
% Change from
Preceding
Census Year
1996 1,018,945 n/a 200,458 n/a
2001 1,000,239 -1.8% 197,031 -1.7%
2006 992,302 -0.8% 200,142 1.6%
2011 1,066,349 7.5% 217,710 8.8%
2016 1,150,632 7.9% 247,224 13.6%
Source: Statistics Canada
Based on Statistics Canada’s medium-growth (M5) provincial population forecast scenario,
Saskatchewan’s population is expected to reach a total of 1.5 million people by 2038.11 However, the
province’s population growth rate is acutely sensitive to interprovincial migration patterns and may
change in the event of a shift in such migration. Saskatchewan’s projected population from 2017-2036 is
presented in Figure 2-2.
10 Saskatchewan Bureau of Statistics, Ministry of Finance. Saskatchewan Population Report 2016. (http://www.stats.gov.sk.ca/stats/pop/2016%20census%20population%20counts.pdf) 11 Statistics Canada , Population Projections for Canada, Provinces and Territories, 2015 (http://www.statcan.gc.ca/pub/91-520-x/91-520-x2014001-eng.pdf )
Master Plan 2037 (DRAFT) Regina International Airport 2-3
Figure 2-2. Saskatchewan's Projected Population, 2017-2038
Source: Statistics Canada & InterVISTAS calculations based on Statistics Canada data.
Employment Although total employment in the Regina region has grown each year, employment opportunities have
not grown in proportion to the growth in the working age population over the past several years. This has
resulted in a decline in the region’s employment rate. However, Regina still enjoys one of the highest
employment rates in Canada. Regina’s employment rate is nearly 4% higher than Saskatchewan’s average
employment rate and 8% higher than the national average. Table 2-2 compares Regina’s employment
statistics to those at the provincial and federal level.
Table 2-2. Employment, 2010-2016
Year Regina Saskatchewan Canada
Employment (thousands)
Employment Rate
Employment (thousands)
Employment Rate
Employment (thousands)
Employment Rate
2010 118.9 68.4% 530.7 66.4% 16,945.3 61.5%
2011 123.5 69.6% 535.4 66.0% 17,207.0 61.7%
2012 127.8 69.9% 547.9 66.4% 17,418.6 61.7%
2013 135.9 72.1% 564.1 67.3% 17,674.0 61.8%
2014 136.6 70.5% 569.9 66.9% 17,787.3 61.4%
2015 137.9 69.6% 573.5 66.6% 17,937.3 61.3%
2016 139.2 69.1% 569.3 65.6% 18,064.9 61.1% Source: Statistics Canada, CANSIM Table 282-0135
Labour Force Participation Regina benefits from one of the highest labour force participation rates in the nation. This is largely made
possible by international migration, which results in an influx of young workers into Saskatchewan. As of
Master Plan 2037 (DRAFT) Regina International Airport 2-4
2016, Regina’s labour force participation rate was 3.2% above Saskatchewan’s, and 7.3% above the
national average. A comparison of Regina’s labour force statistics to those at the provincial and federal
level is provided in Table 2-3.
Table 2-3. Labour Force Participation, 2010-2016
Year Regina Saskatchewan Canada
Labour Force (thousands)
Participation Rate
Labour Force (thousands)
Participation Rate
Labour Force (thousands)
Participation Rate
2010 125.6 72.1% 560.4 70.1% 18,450.5 66.9%
2011 129.8 73.0% 563.4 69.4% 18,619.6 66.7%
2012 133.8 73.0% 575.7 69.7% 18,809.5 66.5%
2013 141.5 74.9% 589.5 70.2% 19,037.8 66.5%
2014 141.8 73.1% 593.7 69.7% 19,124.5 66.0%
2015 144.3 72.7% 604.1 70.1% 19,278.0 65.8%
2016 147.1 73.0% 606.8 69.8% 19,440.5 65.7% Source: Statistics Canada, CANSIM Table 282-0129
Unemployment Unemployment in the City of Regina has grown in recent years, due in part to population growth.
However, the impact of historically low commodity prices on the regional economy over the past two
years has magnified the unemployment rate. Despite this, Regina’s unemployment rate remains below
provincial and federal rates. Table 2-4 compares Regina’s unemployment statistics to those at the
provincial and federal level.
Table 2-4. Unemployment, 2010-2016
Year Regina Saskatchewan Canada
Unemployment (thousands)
Unemployment Rate
Unemployment (thousands)
Unemployment Rate
Unemployment (thousands)
Unemployment Rate
2010 6.1 4.9% 29.5 5.3% 1,492.4 8.1%
2011 5.9 4.5% 28.0 5.0% 1,399.2 7.5%
2012 5.5 4.1% 27.3 4.8% 1,378.4 7.3%
2013 5.4 3.8% 24.4 4.1% 1,350.5 7.1%
2014 5.2 3.7% 22.9 3.9% 1,329.5 7.0%
2015 6.2 4.3% 29.3 4.9% 1,322.9 6.9%
2016 7.7 5.3% 38.1 6.3% 1,363.4 7.0% Source: Statistics Canada, CANSIM Table 282-0135
Labour Productivity Canada’s western provinces continue to have the highest labour productivity rates in the country, with
Saskatchewan ranked as the 4th highest. As a result, Regina’s businesses benefit from greater output and
lower labour costs when compared to their eastern Canada counterparts. Figure 2-3 provides an
interprovincial comparison of labour productivity levels.
Master Plan 2037 (DRAFT) Regina International Airport 2-5
Figure 2-3. Labour Productivity
Source: Statistics Canada, CANSIM Tables 383-0026 and 383-0008
*Labour productivity is measured as real gross domestic product (GDP) per hours worked.
Job Tenure Average job tenure in Saskatchewan has consistently been the highest in Canada, exceeding the national
average by nearly eight months. This results in lower employee turnover and training costs while also
allowing companies to recoup hiring costs at a faster pace. Figure 2-4 compares job tenure figures among
Canada’s provinces.
Figure 2-4. Job Tenure
Source: Statistics Canada, CANSIM Table 282-0038
Master Plan 2037 (DRAFT) Regina International Airport 2-6
Economy According to Statistics Canada's estimates, Saskatchewan's real Gross Domestic Product (GDP) reached a
total of $58.8 billion in 2016.12 In the last two decades (from 1995 to 2015), Saskatchewan's real GDP grew
at an average rate of 2.1 per cent annually.13 Following the 2009 economic contraction, GDP grew by 4.7%
in 2010, 5.3% in 2011, 1.7% in 2012 and 6.3% in 2013.14 However, economic growth began to slow in the
latter half of 2013, due to severe decreases in energy prices. Since 2014, Saskatchewan’s economy and
GDP have been relatively stagnant due to low global commodity prices.
Real GDP growth in Saskatchewan has been lower than the national rate of growth in recent years.
However, Saskatchewan’s economic growth is forecasted to recover to a rate similar to national averages
in 2017 and 2018. Figure 2-5 shows the historical and forecasted real GDP growth of Saskatchewan from
2010 to 2018.
Figure 2-5. Real GDP Growth of Saskatchewan, 2010-2018
Since 2012, several industries have experienced changes in their relative shares of Saskatchewan’s
economy.15 Goods-producing industries as a whole have declined by 13% since 2012, as service-producing
industries now make up over 56% of the provincial economy. As an example, the Finance, Insurance &
Real Estate industry grew by 29% and the Business Services industry grew by 20%, while the Energy and
Construction industries declined by 31% and 22%, respectively.
12 Government of Saskatchewan. Saskatchewan’s Economic Overview. (https://www.saskatchewan.ca/business/invest-and-economic-development/economic-overview). 13 InterVISTAS calculations based on Statistics Canada data. 14 InterVISTAS calculations based on Statistics Canada data. 15 Statistics Canada, CANSIM, Table 379-0028.
Master Plan 2037 (DRAFT) Regina International Airport 2-7
However, despite significant decline in recent years, the mining and petroleum industry remains the single
largest sector in Saskatchewan’s economy. In addition to being the largest industry, the mining and
petroleum industry pays the highest average wages in the province at $1,960 per week16. Following mining
and petroleum, the next largest industries are finance and real estate, education and healthcare, as well
as wholesale and retail trade. Other notable industries include manufacturing, government services, and
farming. Figure 2-6 summarizes the current composition of the province’s industry by sector.
Figure 2-6. Saskatchewan's Economy by Industry
Source: Government of Saskatchewan, Saskatchewan’s Economic Overview
AIR TRAFFIC FORECAST Aviation activity forecasts for an airport are an integral component of the master planning process. The
forecasts provides insight into future airport activity, which is used to identify capital projects that are
required to meet future demand and assist with the appropriate sizing and timing of those projects.
Forecasts have been produced for the following segments of Regina International Airport’s aviation
activity, from 2016 to 2037:17
Enplaned and deplaned (E/D) air passengers by sector:
o Domestic (within Canada)
o Transborder (to/from the United States)
o Other International (all other non-U.S. international destinations)
Aircraft movements by commercial aircraft and General Aviation/other aircraft
16 Government of Saskatchewan, 2016 Economic Review 17 2016 was the base year for the traffic forecasts.
Master Plan 2037 (DRAFT) Regina International Airport 2-8
Planning peak hour passengers and commercial aircraft movements
The aviation activity forecast methodology uses a combination of traditional econometric forecasting
techniques to develop ‘base case’ forecast projections. The ‘base case’ forecast is supplemented with a
stochastic, or risk-based, scenario simulation methodology to capture the inherent uncertainty in
predicting future aviation activity levels.
Air Passenger Forecast
Historical Background – Air Passengers
Growth in annual E/D passenger volumes at the Airport from 1995-2016 is presented in Figure 2-7. Over
the past 22 years, total E/D passenger traffic at the Airport has grown from 572,413 annual passengers in
1995 to 1,262,899 annual passengers, growing at a rate of 3.8% per annum, on average. Domestic traffic
historically makes up 78%-91% of total passenger traffic. The remaining passengers are either Transborder
(to/from the United Sates) or Other International passengers (non-U.S. international passengers).
From 1995-2016, traffic at YQR has grown in three major phases.
First, between 1995 and 1998, passenger volumes expanded rapidly due to growth in economic
conditions in Canada and Saskatchewan coupled with the entry of WestJet and Delta Air Lines
services at YQR. From 1999-2004, traffic growth was limited and experienced a downturn in 2002
as a result of, (a) the 9/11 terrorist attack and ensuing decline in air travel demand throughout
North America, (b) the merger between Air Canada and Canadian Airlines and, (c) a recession in
the Saskatchewan economy.
The second growth phase began in 2005. Passenger traffic entered a period of accelerated growth
due in part to strong economic conditions in Saskatchewan along with incremental capacity added
by WestJet. A significant expansion of schedule and charter Transborder services began in
2008/09 when both United Airlines and WestJet entered the Regina-U.S. market. As more non-
stop Transborder services were added over the 2008-2013 period, Domestic passenger volume
growth slowed compared to the rapid expansion seen from 2004-2008. This was partially due to
fewer Transborder origin-destination passengers at YQR needing to connect over a Domestic
gateway to reach their U.S. or overseas destination.
Third, beginning in 2014, Transborder capacity began to decline rapidly, as United Airlines and
Delta Air Lines scaled back their operations at YQR. From its historical peak of non-stop
Transborder capacity in 2014, at 116,300 departing seats per annum, seat capacity has steadily
declined and is projected to total approximately 25,500 departing seats in 2017. This pulling back
of U.S. carrier capacity was seen at small- and medium-sized airports across Canada during this
period. The capacity reductions observed at many Canadian airports, including Regina, were
caused primarily by (a) the depreciating Canadian dollar impacting U.S. carrier yields and (b)
decreased outbound travel demand to the U.S. by Canadian residents. Other contributing factors
were shortages of qualified pilots at the U.S. regional carriers (e.g., Compass Airlines, SkyWest
Airlines, etc.), due to changes in Federal Aviation Administration (FAA) regulations, and the
retirement of 50-seat regional jets from regional carrier fleets. The change of gauge in aircraft in
some markets, from 50-seat to 70+ seat aircraft, also had contributing negative effect on yields.
Master Plan 2037 (DRAFT) Regina International Airport 2-9
While non-stop Transborder passengers (i.e. enplaned/deplaned passengers) have declined from their
peak in 2013, Transborder origin-destination (O/D) passengers18 to/from the Regina area continue to
travel, but through Domestic hubs. From 2014 to 2016 total annual traffic levels have remained relatively
flat, with Domestic volumes growing an average of 4% per annum and largely offsetting the decline in
Transborder activity. Analysis of airline booking data suggests that despite the decline in Transborder O/D
and E/D passengers, there remains a large unserved Transborder O/D market at YQR.
Figure 2-7. Historical Enplaned/Deplaned Passengers at YQR, by Sector (thousands)
Current Air Passenger Services at YQR
As of 2017, the Airport is served by three regularly scheduled carriers (Air Canada, WestJet and WestWind
Aviation) and two charter holiday carriers (Sunwing and Air Transat). Table 2-5 shows the scheduled
departing seat capacity and relative airline capacity share at YQR from 2014 to 2017 by sector.
WestJet is Regina’s largest carrier by seat capacity in the Domestic sector, making up 54% of Domestic
departing seats in 2016, followed closely by Air Canada at 45%. For both WestJet and Air Canada, Domestic
seat capacity in 2016 was roughly evenly split between operations by the mainline carrier and their
18 An origin-destination (O/D) passenger’s sector reflects their true origin and destination, regardless of their initial routing. E.g., a passenger flying YQR-YYC-LAX would be considered a Domestic E/D passenger (as Calgary is their initial segment destination from YQR), but a Transborder O/D passenger as their ultimate destination is Los Angeles in the United States.
520
600
667721
674 666 685640 654 649
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875900 889 908 909 929
9731,007
1,0501,095
29
58
57
52
59 6862
5757 60
61
58
5766 83
141164
170
181
178120
88
23
22
26
18
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1,186
1,2271,263 1,256 1,263
0
200
400
600
800
1,000
1,200
1,400
1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
YQ
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Domestic
Master Plan 2037 (DRAFT) Regina International Airport 2-10
regional carriers (WestJet Encore and Air Canada Express, respectively). The remainder of Domestic seat
capacity is made up by West Wind Aviation, a Saskatchewan-based regional carrier offering scheduled
service to Saskatoon. Charter carriers such as Sunwing and Air Transat may technically arrive/depart
to/from Domestic airports. However, these Domestic stages are part of triangular routings to/from leisure
destinations in the U.S., Mexico, and the Caribbean. These seats on the Domestic segments of charter
flights are typically not available for sale. As a result, these segments are considered international flights
and are not included in the domestic statistics in Table 2-5.
As of 2017, WestJet is the only carrier operating regularly scheduled Transborder service at YQR, with a
current focus on seasonal service to leisure destinations (Phoenix, Las Vegas, and Orlando). As previously
discussed, non-stop Transborder services by major U.S. carriers have been reduced over the past three
years with United Airlines exiting the YQR market in 2015 and Delta Air Lines terminating services in 2016.
Table 2-5. Scheduled Departing Seat Capacity at YQR, by Sector and Carrier
Sector & Carrier 2014 % Share 2015 % Share 2016 % Share 201719 % Share
Domestic
WestJet 385,400 53% 376,100 52% 391,200 54% 410,200 55%
Air Canada 330,400 45% 339,800 47% 328,200 45% 331,300 44%
West Wind Aviation 18,100 2% 9,700 1% 7,600 1% 7,400 1%
Total Domestic 733,900 100% 725,700 100% 727,100 100% 748,900 100%
Transborder
WestJet 33,400 29% 33,500 45% 26,900 46% 25,500 100%
Delta Air Lines 33,200 29% 35,600 48% 31,100 54% 0 0%
United Airlines 49,700 43% 5,900 8% 0 0% 0 0%
Total Transborder 116,300 100% 74,900 100% 58,000 100% 25,500 100%
Other International
Sunwing 26,300 56% 28,700 52% 32,100 54% 25,100 55%
WestJet 12,600 27% 13,300 24% 14,100 24% 11,200 24%
Air Transat 8,000 17% 12,700 23% 13,200 22% 9,500 21%
Total Other International
46,900 100% 54,800 100% 59,300 100% 45,900 100%
All Sectors
WestJet 431,400 53% 422,900 52% 432,100 53% 446,900 54%
Air Canada 330,400 41% 339,800 42% 328,200 40% 331,300 40%
Sunwing 26,300 3% 28,700 4% 32,100 4% 25,100 3%
Air Transat 8,000 1% 12,700 2% 13,200 2% 9,500 1%
West Wind Aviation 18,100 2% 9,700 1% 7,600 1% 7,400 1%
Total All Sectors 814,200 100% 813,800 100% 813,200 100% 820,200 100%
Scheduled Other International services at YQR are focused on leisure destinations in Mexico and the
Caribbean, often referred to as ‘Sunspot’ destinations. As of 2016, Sunwing Airlines operates 55% of
annual Sunspot capacity, with WestJet and Air Transat operating 24% and 21% of capacity, respectively.
19 Projected scheduled seat capacity for calendar year 2017.
Master Plan 2037 (DRAFT) Regina International Airport 2-11
Other International services typically operate only from November to April, therefore, capacity and
passenger flows for this sector are highly seasonal. Destinations served by charter carriers vary from year
to year while WestJet has consistently served Cancun and Puerto Vallarta for the past five years.
Air Passenger Forecast 2017-2037
Air travel is a derived demand. Demand for air transportation between origin and destination markets is
derived from the socio-economic interactions between these markets, shaped by carriers’ networks and
available airlift capacity. Generally speaking, business/trade activity, tourism/visitor activity, and Visiting
Friends and Relatives (VFR) constitute the primary components of air travel.
Dependable forecasting practice requires awareness of the uncertainties surrounding the forecasts.
Considerable effort by the project team went into analyzing the factors affecting traffic activity at the
airport. Nevertheless, there are uncertainties regarding these factors, such as the outlook for the local
and world economies, the state of the airline industry, and the shifting patterns of air service. A pragmatic
and systematic approach has been adopted to produce the aviation activity forecasts for the Airport.
The aviation demand forecasts have been developed using a combination of traditional econometric
forecasting methodologies, relating macroeconomic and socioeconomic drivers of air travel to projected
passenger volumes, with a risk-based simulation methodology to quantify the uncertainty inherent in
estimating future airport activity levels. The risk-based methodology simulates the uncertainty in future
levels of drivers of travel demand and supply (GDP, population, fuel prices, etc.) as well as incorporating
airport-specific risk factors to simulate one-off events affecting traffic (e.g. a terrorism attack or pandemic)
or changes to the airport’s air service market or the airline industry (e.g. introduction of new non-stop
Transborder services, loss of an existing carrier, entry of an Ultra-Low Cost Carrier [ULCC] at YQR, etc.).
The result is a forecast that attaches specific probabilities to future levels of passenger traffic at the Airport
which provides planners with insight into how likely (or not) certain levels of future traffic may be
achieved.
The Master Plan forecasts are presented with the median, or “Most Likely” scenario, which has been
adopted as the recommended forecast Planning Activity Level (PAL). In addition, various forecast
probability ranges (the 5th, 25th, 75th, and 95th percentiles) are presented. For example, the 25th percentile
forecast indicates that, in any given year, there is a 25% probability of actual traffic being less than that
level, and a 75% probability of traffic being higher.
Domestic E/D Passenger Forecast
Figure 2-8 and Table 2-6 present the results of the Domestic E/D passenger forecast. Over the 20-year
planning horizon, Domestic passenger volumes are forecast to grow to 1,784,000 annual passengers in
2037 in the “Most Likely” scenario, growing at an average rate of 2.3% per annum. Domestic traffic is
projected to grow at a relatively lower rate than historically, as the Regina market is relatively mature and
the Airport is currently well-served to its key Domestic markets.
The Domestic E/D passenger forecast provides a few key implications:
The “Most Likely” scenario projects growth in Domestic E/D passengers over the short, medium,
and long term.
Master Plan 2037 (DRAFT) Regina International Airport 2-12
There is some short-term potential for Domestic traffic declines, but the probability is less than
25%.
Even in the lowest traffic outcomes, YQR is projected to experience Domestic traffic growth over
the medium and long term.
The range of outcomes is relatively symmetrically distributed around the “Most Likely” scenario.
Figure 2-8. Forecast Annual Domestic E/D Passengers, 2017-2037 (millions)
Master Plan 2037 (DRAFT) Regina International Airport 2-13
Table 2-6. Domestic E/D Passenger Forecast, 2017-2037
Year 5th Percentile 25th Percentile Most Likely 75th Percentile 95th Percentile
2016 (actual) 1,094,668
2017 1,032,000 1,098,000 1,109,000 1,120,000 1,135,000
2018 1,013,000 1,096,000 1,124,000 1,147,000 1,215,000
2019 1,029,000 1,116,000 1,149,000 1,176,000 1,244,000
2020 1,056,000 1,145,000 1,180,000 1,212,000 1,286,000
2021 1,077,000 1,172,000 1,211,000 1,248,000 1,330,000
2022 1,101,000 1,199,000 1,243,000 1,285,000 1,368,000
2027 1,245,000 1,353,000 1,414,000 1,475,000 1,582,000
2032 1,382,000 1,510,000 1,592,000 1,672,000 1,806,000
2037 1,530,000 1,684,000 1,784,000 1,890,000 2,053,000
5-Year Average Compound Growth Rates
2017-2022 1.3% 1.8% 2.3% 2.7% 3.7%
2022-2027 2.5% 2.4% 2.6% 2.8% 2.9%
2027-2032 2.1% 2.2% 2.4% 2.5% 2.6%
2032-2037 2.0% 2.2% 2.3% 2.5% 2.6%
Long-Term Compound Annual Growth Rates
1995-2016 3.5%
2016-2037 1.6% 2.0% 2.3% 2.6% 3.0%
Transborder Passenger Forecast
Figure 2-9 and
Table 2-7 present the results of the Transborder E/D passenger forecast. Over the twenty-year planning
horizon, Transborder passenger volumes are forecast to grow to 246,000 annual passengers in 2037 in
the “Most Likely” scenario, growing at an average rate of 4.9% per annum. The forecast for the
Transborder sector in 2017 incorporates expected declines in passenger volumes given known scheduled
services available to the end of the calendar year. The Transborder market is currently underserved given
the loss of service from U.S. carriers in recent years. However, this service is expected to return, to some
Master Plan 2037 (DRAFT) Regina International Airport 2-14
degree, early in the forecast period. The Transborder passenger forecast incorporates risk factors to
simulate the re-introduction of non-stop Transborder service in the near term (2018-2020) as well as
further service increases over the medium- to long-term, and the potential for U.S. CBP pre-clearance
emerging in the latter half of the forecast, further stimulating incremental passenger growth.
The Transborder E/D passenger forecast provides a few key implications:
Given the uncertainty around the main risk factors affecting Transborder traffic (namely air
service), there is a high degree of variability in the forecast.
However, there is little probability of further declines to the Transborder sector after 2017. YQR’s
current Transborder O/D market is estimated to be underserved with many passengers travelling
to the U.S. but flying through Domestic hubs on connecting itineraries.
After 2017, the “Most Likely” scenario projects that Transborder traffic will return to a level similar
to the historical results prior to the 2010-2014 capacity bubble from U.S. carriers.
Figure 2-9. Forecast Annual Transborder E/D Passengers, 2017-2037 (millions)
Master Plan 2037 (DRAFT) Regina International Airport 2-15
Table 2-7. Transborder E/D Passenger Forecast, 2017-2037
Year 5th Percentile 25th Percentile Most Likely 75th Percentile 95th Percentile
2016 (actual) 87,999
2017 38,000 43,000 47,000 51,000 56,000
2018 41,000 50,000 74,000 106,000 122,000
2019 45,000 62,000 103,000 117,000 134,000
2020 47,000 67,000 109,000 125,000 147,000
2021 49,000 72,000 114,000 133,000 158,000
2022 51,000 77,000 119,000 141,000 169,000
2027 63,000 105,000 152,000 186,000 238,000
2032 81,000 137,000 195,000 246,000 329,000
2037 102,000 175,000 246,000 319,000 439,000
5-Year Average Compound Growth Rates
2017-2022 5.9% 11.7% 18.6% 20.3% 22.1%
2022-2027 4.2% 6.2% 4.9% 5.5% 6.8%
2027-2032 5.0% 5.3% 5.0% 5.6% 6.5%
2032-2037 4.6% 4.9% 4.6% 5.2% 5.8%
Long-Term Compound Annual Growth Rates
1995-2016 5.3%
2016-2037 0.7% 3.3% 4.9% 6.1% 7.7%
Master Plan 2037 (DRAFT) Regina International Airport 2-16
Other International Passenger Forecast
Figure 2-10 and Table 2-8 present the results of the Other International E/D passenger forecast. Over the
20-year planning horizon, Other International passenger volumes are forecast to grow to 238,000 annual
passengers in 2037 in the “Most Likely” scenario, at an average rate of 5.2% per annum. Other
International traffic is projected to grow at a rate similar to its historical average given historical demand
growth for outbound leisure travel to Sunspot destinations from the Regina market.
The Other International E/D passenger forecast provides a few key implications:
After 2017, the “Most Likely” scenario projects growth in Other International E/D passengers over
the short-, medium-, and long-term.
In relation to the Most Likely scenario, the distribution of forecasts projects a larger upside range
than downside. That is, the high-traffic scenarios have the potential for growth above historical
levels.
There is some short-term potential for traffic declines, but the probability is low.
Figure 2-10. Forecast Annual Other International E/D Passengers, 2017-2037 (millions)
Master Plan 2037 (DRAFT) Regina International Airport 2-17
Table 2-8. Other International E/D Passenger Forecast, 2017-2037
Year 5th Percentile 25th Percentile Most Likely 75th Percentile 95th Percentile
2016 (actual) 80,232
2017 67,000 72,000 75,000 79,000 84,000
2018 67,000 75,000 79,000 85,000 92,000
2019 71,000 79,000 85,000 91,000 100,000
2020 74,000 84,000 91,000 98,000 109,000
2021 78,000 89,000 96,000 105,000 119,000
2022 81,000 93,000 102,000 112,000 128,000
2027 103,000 123,000 138,000 156,000 186,000
2032 129,000 159,000 183,000 211,000 258,000
2037 160,000 203,000 238,000 280,000 352,000
5-Year Average Compound Growth Rates
2017-2022 3.8% 5.1% 6.1% 7.0% 8.4%
2022-2027 4.8% 5.6% 6.0% 6.6% 7.5%
2027-2032 4.5% 5.1% 5.6% 6.0% 6.5%
2032-2037 4.3% 4.9% 5.3% 5.7% 6.2%
Long-Term Compound Annual Growth Rates
1995-2016 5.9%
2016-2037 3.3% 4.4% 5.2% 6.0% 7.1%
Master Plan 2037 (DRAFT) Regina International Airport 2-18
Total E/D Passenger Forecast
Figure 2-11 and
Table 2-9 present the results of the Total E/D passenger forecast. Over the twenty-year planning horizon,
total passenger volumes are forecast to grow to 2,273,000 annual passengers in 2037 in the Most Likely
scenario, at an average rate of 2.8% per annum (as highlighted in Table 2-9). Over the coming 20 years,
total passenger traffic at the airport is expected to grow at rates below the long-term historical (3.8% per
annum) as YQR’s primary domestic market matures. The Transborder and Other International sectors are
forecast to take a larger share of the overall passenger volume as these faster-growing sectors are
projected to add new services over the planning period.
The forecasts provide a few key implications:
After 2017, the “Most Likely” scenario projects growth in Total E/D passengers over the short-,
medium-, and long-term.
There is some short-term potential for traffic declines, but the probability is less than 25%.
Even in the lowest traffic outcomes, YQR is projected to experience traffic growth.
For 2037, the central 50% of forecast scenarios project Total E/D traffic to fall between 2.1 and
2.5 million passengers.
Master Plan 2037 (DRAFT) Regina International Airport 2-19
Figure 2-11. Forecast Annual Total E/D Passengers, 2017-2037 (millions)
Table 2-9. Total E/D Passenger Forecast, 2017-2037
Year 5th Percentile 25th Percentile Most Likely 75th Percentile 95th Percentile
2016
(actual)
1,262,899
2017 1,143,000 1,214,000 1,231,000 1,248,000 1,273,000
2018 1,150,000 1,246,000 1,282,000 1,313,000 1,384,000
2019 1,187,000 1,285,000 1,327,000 1,366,000 1,440,000
2020 1,221,000 1,322,000 1,371,000 1,416,000 1,504,000
2021 1,252,000 1,359,000 1,413,000 1,467,000 1,562,000
2022 1,284,000 1,396,000 1,456,000 1,518,000 1,621,000
2027 1,475,000 1,611,000 1,700,000 1,791,000 1,948,000
2032 1,674,000 1,843,000 1,965,000 2,102,000 2,309,000
Master Plan 2037 (DRAFT) Regina International Airport 2-20
2037 1,889,000 2,107,000 2,273,000 2,450,000 2,737,000
5-Year Average Compound Growth Rates
2017-2022 2.3% 2.8% 3.4% 3.9% 4.8%
2022-2027 2.8% 2.9% 3.1% 3.3% 3.7%
2027-2032 2.5% 2.7% 2.9% 3.2% 3.4%
2032-2037 2.4% 2.7% 2.9% 3.1% 3.4%
Long-Term Compound Annual Growth Rates
1995-2016 3.8%
2016-2037 1.9% 2.4% 2.8% 3.2% 3.7%
Aircraft Movements Forecast
Historical Background – Aircraft Movements
Growth in annual aircraft movements at the Airport from 2007-2016 is presented in Figure 2-12.
Generally, aircraft movements consist of local and itinerant movements. Local movements are flights that
depart and return immediately to the same airport (e.g., training flights, equipment tests, etc.). Itinerant
movements include flights that depart from one airport and proceed to a different airport. In accordance
with conventional practice, the aircraft movements forecast pertains only to itinerant movements. Over
the past 10 years, total itinerant movements at the airport declined from 44,500 annual movements in
2007 to 36,500 movements. This is an average annual decline of -2.2% per annum.
Nearly half of the movements at the Airport are currently commercial flights.20 Commercial movements
are driven by air carrier operations providing YQR’s scheduled passenger service, as well as smaller
regional and charter carriers. Commercial movements grew in the last decade by 1.3% per annum on
average, from 16,000 annual movements in 2007 to 18,000. This low historical growth is attributable in
part to airlines up-gauging their fleets to higher capacity aircraft, which has the effect of reducing the
number of movements required to serve the same number of passengers. Compared to other similarly-
sized airports in Canada, YQR is already well down the path of up-gauging 35-55 seat regional aircraft in
favour of 70-110 seat turboprops and regional jets. YQR’s turboprop fleet is now dominated by 78-seat
Dash 8-Q400 aircraft, with small numbers of 55-seat Dash 8-300 aircraft in service. No 35-seat Dash 8-100
aircraft remain in regular service at YQR. Similarly, the regional jet fleet has largely seen the replacement
of the 50-seat CRJ200 with 70-seat CRJ700 and even larger ERJ-190 aircraft.
The remaining movements are contributed by general aviation (GA),21 which has continued its steady
decline at YQR over the past decade. GA operations at YQR were influenced in recent years by the loss of
20 Commercial movements are defined as operations by Level I-III carriers, as defined by Statistics Canada. Level I-III carriers include any commercial operator realizing gross revenues of at least two million Dollars in the preceding operating year, as well as all foreign carriers. 21 General aviation movements are movements by all other aircraft not classified as Level I-III commercial carriers by Statistics Canada. This includes: private flying, Level IV-VI carriers (air taxies, small charter operators), ‘other commercial’ operators (agricultural flying, flight training), and government civil and military operations.
Master Plan 2037 (DRAFT) Regina International Airport 2-21
onsite maintenance business as well as a decline in private and recreational flying (mostly piston aircraft)
– a trend that has been observed throughout North America. GA movements fell by -4.7% per annum on
average, from 28,500 annual movements in 2007 to 18,500 in 2016.
Figure 2-12. Historical Itinerant Aircraft Movements at YQR, by Sector (thousands)
Commercial Aircraft Movements Forecast
The commercial aircraft movements forecast includes those operations which are relevant to the
operation, design and capacity of the passenger terminal building. Figure 2-13 and Table 2-10 present the
results of the commercial aircraft movements forecast. The commercial aircraft movements forecast
methodology draws directly from the passenger traffic forecast while incorporating market intelligence
and future expectations on industry trends and fleet mix in order to develop projections of average
passengers per movement over the forecast period.
Over the twenty-year planning horizon, commercial movements are forecast to grow to 24,300 annual
movements in 2037 in the Most Likely scenario, growing at an average rate of 1.4% per annum.
Commercial movements are expected to grow at a rate above historical trends, given that the major up-
gauging of regional aircraft in Canada from 35-55 seat aircraft to 70-110 seat aircraft is largely complete,
as of 2017. Therefore, future up-gauging at YQR is not expected to be as significant over the forecast
period, leading to a relatively higher growth in commercial aircraft movements. In addition, the new
capacity required to meet growing demand will likely be achieved through incremental additions of flights
(especially in the Transborder and Other International markets) rather than reducing or maintaining
service frequency on larger aircraft.
The commercial movements forecast provides a few key implications:
Master Plan 2037 (DRAFT) Regina International Airport 2-22
After 2017, the Most Likely Scenario projects year-over-year growth in commercial movements
over the short-, medium-, and long-term.
Long-term growth in commercial movements is driven by YQR’s passenger traffic, with some
growth in passenger volumes (e.g. Transborder and Other International passengers) most likely
to be accomplished with incremental aircraft movements rather than up-gauging of existing
services.
The range of outcomes is relatively symmetrically distributed around the Most Likely scenario,
with the central 50% of outcomes projecting a range of 22,600 to 26,200 commercial movements
by 2037.
While there is potential for a decline in commercial movements throughout the short- and
medium-term, the probability is low.
Figure 2-13. Forecast Annual Commercial Aircraft Movements, 2017-2037 (thousands)
Note: 2007-2016 movements data provided by RAA. 1995-2006 movements refer to Transport Canada data (movements
for some years may be shifted due to classification differences).
Master Plan 2037 (DRAFT) Regina International Airport 2-23
Table 2-10. Commercial Aircraft Movements Forecast, 2017-2037
Year 5th Percentile 25th Percentile Most Likely 75th Percentile 95th Percentile
2016
(actual)
18,014
2017 17,000 17,600 17,800 18,000 18,400
2018 16,800 17,900 18,000 18,500 19,500
2019 16,800 17,900 18,300 18,800 19,800
2020 16,700 18,000 18,500 19,100 20,300
2021 16,600 18,000 18,700 19,400 20,600
2022 16,700 18,100 18,900 19,700 21,000
2027 17,700 19,300 20,300 21,400 23,200
2032 18,900 20,800 22,200 23,700 25,900
2037 20,300 22,600 24,300 26,200 29,100
5-Year Average Compound Growth Rates
2017-2022 -0.4% 0.6% 1.2% 1.8% 2.7%
2022-2027 1.2% 1.3% 1.4% 1.7% 2.0%
2027-2032 1.3% 1.5% 1.8% 2.1% 2.2%
2032-2037 1.4% 1.7% 1.8% 2.0% 2.4%
Long-Term Compound Annual Growth Rates
1995-2016 1.1%
2016-2037 0.6% 1.1% 1.4% 1.8% 2.3%
General Aviation Aircraft Movements Forecast
The GA itinerant aircraft movements forecast includes those operations which are not expected to
significantly impact the terminal but nonetheless constitute a large enough portion of operations to affect
airfield operations, aviation facilities, and airport land use. Figure 2-14 and
Table 2-11 present the results of the GA itinerant aircraft movements forecast. The methodology for this
forecast involves an econometric model relating historical GA movements to economic drivers of GA
demand (such as fuel prices and long-term demand trends like GDP and local population), with a risk-
based simulation to incorporate uncertainties around future levels of drivers behind GA demand and
supply.
Master Plan 2037 (DRAFT) Regina International Airport 2-24
The forecast projects a continuation of the historical trend in declining GA movements at YQR. Over the
twenty-year planning horizon, GA itinerant movements are forecast to fall to 15,700 annual movements
in 2037 in the Most Likely scenario, at an average rate of -0.8% per annum. While GA operations are
unlikely to disappear from YQR, movements are not expected to rise significantly beyond recent levels.
This forecast mirrors industry trends that show reduced activity from piston aircraft commonly used for
private and recreational flying, offset partially by growth in turbine GA use (for example, corporate travel).
The GA forecast provides a few key implications:
The Most Likely Scenario projects year-over-year declines in GA movements over the short-,
medium-, and long-term.
GA flying is projected to make up a smaller proportion of the airport’s total aircraft operations
over the forecast period relative to total aircraft movements.
In relation to the Most Likely scenario, the distribution of forecasts projects a larger downside
range than upside, as GA movements are not expected to rise significantly beyond recent levels
over the forecast period.
Figure 2-14. Forecast Annual General Aviation Aircraft Movements, 2017-2037 (thousands)
Note: 2007-2016 movements data provided by RAA. 1981-2006 movements refer to Transport Canada data (movements
for some years may be shifted due to classification differences).
Master Plan 2037 (DRAFT) Regina International Airport 2-25
Table 2-11. General Aviation Aircraft Movements Forecast, 2017-2037
Year 5th Percentile 25th Percentile Most Likely 75th Percentile 95th Percentile
2016
(actual)
18,524
2017 16,800 17,500 17,900 18,400 19,100
2018 16,100 17,100 17,800 18,400 19,300
2019 15,400 16,500 17,300 18,100 19,100
2020 14,900 16,200 17,100 17,900 19,100
2021 14,500 16,000 17,000 17,900 19,200
2022 14,200 15,900 16,900 17,900 19,200
2027 12,800 15,000 16,400 17,700 19,400
2032 11,700 14,300 16,000 17,500 19,400
2037 10,700 13,800 15,700 17,300 19,400
5-Year Average Compound Growth Rates
2017-2022 -3.4% -1.9% -1.1% -0.6% 0.1%
2022-2027 -2.1% -1.2% -0.6% -0.2% 0.2%
2027-2032 -1.8% -1.0% -0.5% -0.2% 0.0%
2032-2037 -1.8% -0.7% -0.4% -0.2% 0.0%
Long-Term Compound Annual Growth Rates
1995-2016 -3.0%
2016-2037 -2.6% -1.4% -0.8% -0.3% 0.2%
Total Aircraft Movements Forecast
Figure 2-15 and
Master Plan 2037 (DRAFT) Regina International Airport 2-26
Table 2-12 present the results of the total itinerant aircraft movements forecast, which combines the
projections for commercial and GA movements. The forecasts of total aircraft movements represent a
projection of overall growth in aircraft operations at the airport over the coming 20 years. Over the
twenty-year planning horizon, total itinerant movements are forecast to grow to 40,000 annual
movements in 2037 in the Most Likely scenario, at an average rate of 0.4% per annum. Positive growth is
attributable to higher levels of increasing commercial activity offsetting decreasing GA activity. Total
movements are not expected to surpass the levels observed in the 2007-2014 period.
The total aircraft movements forecast provides a few key implications:
The Most Likely Scenario projects modest growth in total movements over the medium- and
long-term.
The range of outcomes is in a relatively symmetrical distribution around the Most Likely scenario,
with the central 50% of outcomes projecting a range of 36,400 to 43,500 total movements by
2037.
There is reasonable potential for either modest growth or decline in total movements throughout
the forecast period, depending on how the oppositional trends in commercial versus GA
movements occur
Figure 2-15. Forecast Annual Total Aircraft Movements, 2017-2037 (thousands)
Master Plan 2037 (DRAFT) Regina International Airport 2-28
Table 2-12. Total Aircraft Movements Forecast, 2017-2037
Year 5th Percentile 25th Percentile Most Likely 75th Percentile 95th Percentile
2016
(actual)
36,538
2017 33,800 35,100 35,700 36,400 37,500
2018 32,900 35,000 35,800 36,900 38,800
2019 32,200 34,400 35,600 36,900 38,900
2020 31,600 34,200 35,600 37,000 39,400
2021 31,100 34,000 35,700 37,300 39,800
2022 30,900 34,000 35,800 37,600 40,200
2027 30,500 34,300 36,700 39,100 42,600
2032 30,600 35,100 38,200 41,200 45,300
2037 31,000 36,400 40,000 43,500 48,500
5-Year Average Compound Growth Rates
2017-2022 -1.8% -0.6% 0.1% 0.6% 1.4%
2022-2027 -0.3% 0.2% 0.5% 0.8% 1.2%
2027-2032 0.1% 0.5% 0.8% 1.0% 1.2%
2032-2037 0.3% 0.7% 0.9% 1.1% 1.4%
Long-Term Compound Annual Growth Rates
1995-2016 -1.6%
2016-2037 -0.8% 0.0% 0.4% 0.8% 1.3%
Peak Hour Forecast The peak planning hour drives many of the terminal and apron facility requirements. Planning for the
absolute peak demand (i.e., the greatest demand anticipated) is not generally appropriate as it will result
in facilities that are impractically oversized and under-utilized for the vast majority of the year. As a result,
the peak planning hour criterion of the average day of the peak month (ADPM) was adopted to identify
the “design” hour for passengers and commercial aircraft movements.
The ADPM forecast methodology is based on identifying the “design” hour using historical data and
projecting the increased peak hour facility usage based on the annual traffic forecasts, projected ratio of
peak hour to annual traffic, and assumptions regarding airline operations. Historical planning peak day
passenger volumes were estimated using flight level seat capacity data and monthly passenger load
factors, by sector. Peak hours are defined as the forward rolling hour, calculated throughout the ADPM
on 10-minute intervals.
Master Plan 2037 (DRAFT) Regina International Airport 2-29
It is important to note that the passenger peak hour and the aircraft movements peak hour are not
necessarily the same. Passenger peaks may arise due to a small number of larger aircraft
arriving/departing within a short time span, while the movements peak (at a different time of day) may
be driven by the arrival/departure of larger numbers of smaller aircraft.
Current Peak Hour Activity
The current peak hour activity was identified using towerlog data, provided by the Regina Airport
Authority, for the 12-month period ending 31 May 2017. Tuesday 17 January 2017 was identified as the
historical peak planning day as it is the day which most closely matches the average day in the peak month
(January) and is representative of both regularly scheduled airline operations and winter seasonal charter
operations. The absolute peak day of the year for estimated passenger volumes was 10 February 2017,
with daily passenger traffic estimated to be 51% greater than the historical peak planning day.
Figure 2-16 below depicts the planning peak day’s passenger profile. Arriving passengers, depicted in blue,
peak between 21:30-22:30 consisting of the arrival of four aircraft: three 737-800s operated by charter
carriers Sunwing and Air Transat, and one Dash 8-Q400 operated by WestJet Encore. This peak hour is
also the total (i.e. both arrival and departures) peak for the entire planning peak day. The current planning
peak hour for departing passengers occurs in the morning departures bank between 06:40-07:40
consisting of four Domestic departures (Calgary, Edmonton, Vancouver, and Saskatoon) by Air Canada and
WestJet and one International departure (Puerto Plata, Dominican Republic) by charter carrier Sunwing.
Figure 2-16. Estimated Arriving and Departing Passengers, 17 January 2017
Master Plan 2037 (DRAFT) Regina International Airport 2-30
Figure 2-17 below depicts the rolling hour flow of commercial aircraft movements at the terminal on the
peak planning day. On 17 January 2017, peak hour aircraft arrivals total four and occur twice, once
between 00:40-01:40 and again mid-afternoon at 14:20-15:20. The departures peak for aircraft
movements is also four, occurring in the morning and late afternoon departures bank. The combined
arriving/departing aircraft peak is seven commercial aircraft movements, which occurs between 17:00-
18:00.
Figure 2-17. Arriving and Departing Commercial Aircraft, 17 January 2017
Forecast Planning Peak Hour Passengers and Commercial Movements
It is expected that peak hour passenger volumes and commercial aircraft movements will grow at rates
greater than annual passenger volumes over the Master Plan forecast horizon. This expected
intensification of the peak hour is based on the following assumptions:
Projections of modest increases in average aircraft size and average passenger load factors,
leading to an increase in passengers per flight and thus an intensification of the existing peak hour
profile.
Assumptions that passenger growth will most likely be accommodated by incremental
frequencies rather than substantial aircraft up-gauging, with carriers likely desiring to time
incremental flights on existing peak periods to hit hub airports at key connecting times (morning,
mid-day, evening).
Master Plan 2037 (DRAFT) Regina International Airport 2-31
With respect to projected growth in the Transborder and Other International segments, growth
in passenger volumes will likely be seen as additional flights on key peak periods throughout the
day. These include the early morning, mid-day, and early-evening arrival/departure banks for
Transborder flights and early-morning and late-evening timings for Other International flights.
Existing airside capacity suggests that there will be less pressure to push incremental flying to off-
peak periods, as is often the outcome at large, congested airports.
Forecasts of ADPM peak hour passengers were prepared for the years 2022, 2027, and 2037 based on the
Most Likely air passenger forecast, presented in Table 2-13. By 2037, ADPM peak hour passenger volumes
for combined arrivals is forecast to 1,129/hour in 2037, while the peak for departing passengers is
814/hour. The forecast assumes that the combined arrivals/departures peak will be driven by arriving
passengers.
Table 2-13. Forecast ADPM Peak Hour Passengers, Most Likely Forecast
Year Current22 2022 2027 2037
Annual E/D Passengers 1,239,332 1,456,000 1,700,000 2,273,000
Planning Peak Hour Passengers
Combined Arriving/Departing 416 624 844 1,129
Arriving Passengers 416 624 844 1,129
Departing Passengers 300 450 609 814
The forecast of ADPM peak hour commercial aircraft movements is presented in Table 2-14. By 2037,
combined arriving/departing flights in the planning peak hour are forecast to increase to 14/hour, with
planning peak hour arrivals and departures both forecast to reach 8/hour. As discussed above, it is likely
that growth in annual passenger volumes, and therefore annual commercial aircraft movements, will be
accomplished by incremental flights with carriers most likely placing a preference on flying during key
arrival/departure banks to hit connecting banks at hub airports.
Table 2-14. Forecast ADPM Peak Hour Commercial Aircraft Movements, Most Likely Forecast
Year Current23 2022 2027 2037
Annual Commercial Movements 18,724 18,900 20,300 24,300
Planning Peak Hour Commercial Movements
Combined Arriving/Departing 7 9 11 14
Arriving Flights 4 5 6 8
Departing Flights 4 5 6 8
22 For the year ending May 2017. 23 Ibid.
Master Plan 2037 (DRAFT) Regina International Airport 2-32
Master Plan 2037 (DRAFT) Regina International Airport 2-33
Master Plan 2037 (DRAFT) Regina International Airport Master Plan 3-1
Chapter 3 – EXISTING FACILITIES AND CONDITIONS Existing facility and land use conditions are presented in this chapter.
AIRPORT SITE The Airport is located within the City of Regina, approximately four kilometres southwest of the city
center. The Airport is bordered by the mainline Canadian Pacific Railway along the northern perimeter,
by Lewvan Drive along the eastern side, by the Trans-Canada Highway 2.5 kilometres south of the
perimeter, and by agricultural and light industrial lands along the western border.
The Airport site occupies 600 hectares of land and is shown in
Figure 3-1. The Airport sits at an elevation of 1,895 feet/577 metres above mean sea level. The overall
land use pattern can be subdivided into the following areas:
The main passenger terminal complex is located on the east side of the airport.
Ground access and parking areas are located between the terminal and Lewvan Drive.
Aviation-related commercial facilities are located north and south of the main terminal building, including aircraft hangars, maintenance services, and cargo processing.
The airfield is west of the passenger terminal with a northwest/southeast orientation for the primary runway and an east/west orientation for the secondary runway.
Master Plan 2037 (DRAFT) Regina International Airport Master Plan 3-2
Other commercial facilities are based northeast of the terminal.
There are large areas of vacant land to the West and North of the airfield.
A map of the developed area of the Airport is shown in
Figure 3-2. An inventory of the buildings on the Airport campus is shown in Table 3-1.
Master Plan 2037 (DRAFT) Regina International Airport Master Plan 3-3
Figure 3-1. Campus Map of Regina International Airport
Master Plan 2037 (DRAFT) Regina International Airport Master Plan 3-4
Figure 3-2. Terminal Area Map of Regina International Airport
Master Plan 2037 (DRAFT) Regina International Airport Master Plan 3-5
Table 3-1. Existing building inventory
Description Use Condition Description Use Condition
Air Cargo Facilities Airport Support Facilities
MacPherson FedEx Ops. Fair NAV Canada FSS Poor
MTF-G Cargo Operations
New MTF-A Airline Support New
General Aviation Facilities Firehall Fire Fighting Poor
Government -Saskatchewan
Government hangar
Fair NPS-V/CATSA Security New
STARS Emergency Response
New Esso Fueling N/A
Redhead Private hangar New RAA Maintenance
Airport support Fair
Flying Club Flight training Poor Storage Airport support Fair
Aerocentre FBO Good Cold Storage Airport support Fair
Rich Corp. Private hangar Good Tent Storage Airport support Fair
Dobs Private hangar Fair Sand Shed Airport support Fair
Prairie T Private hangar Fair Car Rental QTA
Rental Cars New
Southern Private hangar Fair ASIG N/A N/A
Emergency Response Property and Facilities Commercial Facilities
RCMP Hangar Government hangar
Good SASKTEL Office space Good
RCMP Offices Government offices
Good STOR-EDGE Public storage Good
KRAMAIR Private hangar Fair
LEX Holding 1 CBSA Offices Good
LEX Holding 2 Office space Good
CANMAR Food processing Good
AIRFIELD The airfield consists of the runways, taxiways, and surrounding airspace, which are described as follows:
Runways The Airport has two intersecting runways: Runway 13-31 and Runway 08-26. The runways were originally
part of a triangular runway layout developed during World War II. Runway 13-31 is the primary runway.
It is 7,900 feet (2,408m) long and 150 feet (45m) wide. It has a full-length parallel taxiway with five runway
Master Plan 2037 (DRAFT) Regina International Airport Master Plan 3-6
exits. Runway 08-26 is the secondary runway (cross-wind). It is 6,200 feet (1,890m) long and 150 feet
(45m) wide. It does not have a parallel taxiway; taxiway exits are found approximately at the runway mid-
point and near the runway 13-31 intersection. There are no taxiways for the west half of the runway,
requiring aircraft to back-taxi on the runway. Both runways meet the International Civil Aviation
Organization (ICAO) Code D standards, which allows aircraft similar in size to the Boeing 767 to operate
on them. In 2011, the Airport resurfaced both the main runway and the cross-wind runway.
Table 3-2. Regina Airport runway characteristics
Item Runway 13 Runway 31 Runway 08 Runway 26
Runway length 7,901 ft./2,408 m 7,901 ft./2,408 m 6,200 ft./1,890 m 6,200 ft./1,890 m
Runway width 150 ft./45 m 150 ft./45 m 150 ft./45 m 150 ft./45 m
Runway Surface Asphalt Asphalt Asphalt Asphalt
True/Magnetic
Bearing 138˚/127˚ 318˚/307˚ 090˚/079˚ 270˚/259˚
Threshold
Elevation (ASL) 1,895 ft./578 m 1,895 ft./578 m 1,894 ft./577 m 1,895 ft./578 m
Runway lights
High Intensity
Approach Lighting
and runway
indicator lights
Omni-directional
approach lights
Omni-directional
approach lights
Omni-directional
approach lights
Visual Glide Slope
Indicators None P2 (PAPI) P2 (PAPI) P2 (PAPI)
Approach Aids Category I ILS or
NDB LOC (BC) or NDB NDB NDB
Reference Code 4D
Precision
4D
Non-Precision
4C
Non-Precision
4C
Non-Precision
Lowest Landing
Minima (AGL) 200 ft. 346 ft. 467 ft. 626 ft.
Lowest Landing
Visibility ½ mi RVR 26 1 mi 1 ½ mi 2 mi
Lowest Authorized
Take Off Minima ½ mi ½ mi ½ mi ½ mi
In 2011, the Airport resurfaced both the main runway and the cross-wind runway. Runway end safety
areas (RESAs) were also expanded in 2011, to increase safety and to anticipate future impending
regulations in the aviation industry. The existing RESAs are 150 metres long and 91 metres wide at each
of the runway ends, which closely follow the minimum dimensions stated in the TP312 fifth edition
Aerodrome Standards and Recommended Practices.
Master Plan 2037 (DRAFT) Regina International Airport Master Plan 3-7
Taxiways The taxiways system at the Airport consists of eight taxiways: A, B, B1, C, K, M, and P. Taxiways A and B
run parallel to Runway 13-31. Taxiways B1, M, and K are exit taxiways for Runway 13-31. Taxiways K and
P provide access to Runway 08-26. A decommissioned taxiway, referred to as “Old Taxiway C,” is located
south of Taxiway C. The inventory of existing taxiways is summarized in Table 3-3.
Table 3-3. Regina Airport taxiway characteristics
Taxiway Purpose Width Surface
A Connects Runway 31 threshold to Apron I 23 m/75 ft. Asphalt
B Connects Runway 13 threshold to Apron I 23 m/75 ft. Asphalt
B1 Runway 13-31 midfield exit taxiway 23 m/75 ft. Asphalt
C Connects Taxiway B to aircraft Aprons III, IV,
and V 23 m/75 ft. Concrete
K Runway 13-31 midfield and Runway 26
threshold exit taxiway 23 m/75 ft. Asphalt
M Runway 13-31 midfield exit and Taxiway P and
Taxiway B connector taxiway 23 m/75 ft. Asphalt
P Runway 08-26 midfield exit taxiway 23 m/75 ft. Asphalt
Aprons There are five aircraft parking aprons at the Airport. Apron I is located on the airside of the Air Terminal
Building (ATB) and this is the main apron used for scheduled passenger service. Apron I was expanded in
2011 and again in 2017 to increase aircraft parking availability, mitigate apron congestion, and to add four
remote parking positions. There are currently 14 aircraft parking positions on Apron I, the locations of
which are shown in Figure 3-3. Airspace
There is a noise abatement procedure that diverts all aircraft arrivals and departures to right hand circuits
for Runway 08 and Runway 13. There are not any other airports in close proximity to the airport. There
is an ozone research balloon that launches approximately 14 miles south of the airport every Wednesday,
weather permitting. Additionally, a stationary vertical green laser light beam projection is visible at nights
from a local observatory, 14 miles south of the airport.
Master Plan 2037 (DRAFT) Regina International Airport Master Plan 3-8
Table 3-4 details the current aircraft parking positions available to commercial aircraft.
Apron II is located southeast of the ATB and is used for remote parking for commercial aircraft, general
aviation, and military activity. Aprons III, IV, and V are located northeast of the ATB, accessed via Taxiway
C, and are primarily used by general aviation aircraft. Apron III is restricted to aircraft under 45,000 lbs.
Only single row aircraft parking is permitted on Apron III. Apron IV is located west of Apron III and is
restricted to aircraft under 5,000 lbs. Apron V is the smallest apron, located adjacent to Apron IV.
Figure 3-3. Map of aircraft parking positions on Apron I
Airspace There is a noise abatement procedure that diverts all aircraft arrivals and departures to right hand circuits
for Runway 08 and Runway 13. There are not any other airports in close proximity to the airport. There
is an ozone research balloon that launches approximately 14 miles south of the airport every Wednesday,
weather permitting. Additionally, a stationary vertical green laser light beam projection is visible at nights
from a local observatory, 14 miles south of the airport.
Master Plan 2037 (DRAFT) Regina International Airport Master Plan 3-9
Table 3-4. Aircraft parking space allocation
Operational Stand Position Aircraft and Max. Size Special Notes
01 – Ground Load CRJ-200 up to B737-800W
(Code C)
NO aircraft parking if Stand 2a is
in use for B757, A310, or B767
02 – Apron Drive Bridge CRJ-200 up to B737-800W
(Code C)
2a – Ground Load Option Up to A310/B767
(Code D)
When B757, A310, B767 uses 2a,
NO parking on Ops Stand 01
03 – Apron Drive Bridge / Ground
Load Option
CRJ-200 up to B737-800W
(Code C)
04 – Apron Drive Bridge / Ground
Load Option
CRJ-200 up to B737-800W
(Code C)
05 – Apron Drive Bridge CRJ-200 up to B737-800W
(Code C)
06 – Apron Drive Bridge
Transborder Ops/Swing Gate /
CRJ-200 up to B737-800W
(Code C) Ground Load Option
07 - Apron Drive Bridge
Transborder Ops/Swing Gate
CRJ-200 up to B737-800W
(Code C)
08 - Apron Drive Bridge
Transborder Ops/Swing Gate
CRJ-200 up to B757 and
A310
8a – Apron Drive Bridge / Ground
Load Option B767 and A330
When B767, A330 uses 8a, NO
parking on Ops Stand 09, 10
09 - Apron Drive Bridge
Transborder Ops/Swing Gate /
Ground Load Option
CRJ-200 up to B737-800W
(Code C)
Large aircraft on Stand 8a
prohibits parking on Stand
Over steer Lead-in Line provided
10 – Apron I – remote CRJ-200 up to B737-800W
(Code C)
Overnight/out of service parking
– power in, push out
11 – Apron I – remote CRJ-200 up to B767-
300W/A310/B757(Code D)
Overnight/out of service aircraft
parking – power in, push out
12 – Apron I – remote CRJ-200 up to B767-
300W/A310/B757(Code D)
Overnight/out of service parking
NO use when Stand 13a is in use
13 – Apron I – remote CRJ-200 up to B737-800W
(Code C)
13a – Apron I – remote CRJ-200 up to B767-
300W/A310/B757 (Code D)
When in use, NO aircraft parking
on Ops Stand 12, 13, and 14
14 – Apron I- remote CRJ-200 up to B737-800W
(Code C)
Overnight/out of service parking
NO use when Stand 14 is in use
Stand 1 – Apron II CRJ-200 up to B737-800W
(Code C)
Power in, push out position.
Frequently used by cargo B727.
Stand 2- Apron II Up to CRJ-700
Tow-in, push out position, NO
power in permitted
(obstruction/NPS-V structure)
Master Plan 2037 (DRAFT) Regina International Airport Master Plan 3-10
AIR TERMINAL BUILDING (ATB) The existing passenger terminal building was constructed in 1960. It underwent a major expansion and
renovation in the 1980s and once again in 2005 to accommodate traffic growth. In 2016, the ATB
accommodated a record high number of 1,262,899 passengers.24
The ATB currently has two public levels and a basement. The main level is accessible from the curbside
and vehicle parking lots. Twenty-three (23) common-use airline ticket counters and 17 self-service kiosks
are located across the hall from the terminal entrances. An inline hold baggage screening system and
baggage makeup area are located immediately behind the ticket counters. Rental car customer service
counters are located in the ticketing hall, opposite from the airline ticketing counters. The north side of
the terminal building is occupied by the Canada Border Services Agency (CBSA), and the domestic and
international baggage claim areas. Three flat-plate baggage claim devices serve both domestic and
international arriving passengers. Airport administration offices occupy the south end of the ATB. Vertical
circulation at the southern end of the ticketing lobby provides access to the second level of the terminal,
where the pre-board security (PBS) lanes, passenger holdrooms, and concession facilities are located. The
basement primarily contains operations and mechanical space along with offices.
Figure 3-4,
Figure 3-5, and
Figure 3-6 present the floorplan for each level in the terminal building. Error! Not a valid bookmark self-
reference. summarizes the total amount of area dedicated to each function within the terminal building.
Table 3-5. Terminal building space allocation
(square metres) Basement Level 1 Level 2 Total
Airline operations 100.2 580.6 60.1 740.9
Airport administration 366.8 979.2 - 1,346.0
Baggage claim - 621.0 - 621.0
Baggage handling - 2,962.0 - 2,962.0
CATSA 71.1 - 440.1 511.2
CBSA 17.1 358.5 1.1 376.7
Concession space - 268.4 973.8 1,242.2
Holdroom - - 1,496.0 1,496.0
Operations and
mechanical 2,285.8 161.8 662.6 3,110.2
Public circulation - 2,197.2 657.2 2,854.4
Secure/Sterile
Circulation Area 506.0 419.4 1,244.7 2,170.1
Ticketing Hall - 557.1 - 557.1
24 RAA 2016 Annual Report - https://www.yqr.ca/images/annual-report.pdf
Master Plan 2037 (DRAFT) Regina International Airport Master Plan 3-11
Washroom 63.8 108.7 211.1 383.6
Vacant - 161.7 - 161.7
TOTAL 3,410.8 9,375.6 5,746.7 18,533.1
Master Plan 2037 (DRAFT) Regina International Airport Master Plan 3-12
Figure 3-4. Terminal building main level floor plan
Master Plan 2037 (DRAFT) Regina International Airport Master Plan 3-13
Figure 3-5. Terminal building second level floor plan
Master Plan 2037 (DRAFT) Regina International Airport Master Plan 3-14
Figure 3-6. Terminal building basement level floor plan
Master Plan 2037 (DRAFT) Regina International Airport Master Plan 3-16
GROUND TRANSPORTATION The ground transportation facilities include the airport entrance and circulation roadways, curbsides,
automobile parking, rental car facilities, and commercial vehicle facilities.
Airport Entrance and Circulation Roadways Airport access is provided from the east via Regina Avenue from Lewvan Drive. Regina Avenue connects
to the Airport Loop, which provides curbside access to the main passenger terminal and to public parking.
Curbsides A single passenger terminal curbside facility runs parallel to the face of the terminal building. There is a
single lane dedicated to passenger pickup and drop-off with signs indicating a three-minute maximum
wait time. The curbside is divided by cross-walks into four sections: taxis, limousines, private vehicles,
and shuttles/service vehicles. A map of the curbside geometry and allocation is in Figure 3-7.
Figure 3-7. Terminal building curbside allocation
Automobile Parking Areas There are five separate public automobile parking areas at the Airport:
Cell Phone Parking Lot – located near the airport entrance and accessed from Regina Avenue.
Short-Term Parking – located across the curbside from the passenger terminal and runs parallel
to the curbside roadway. This lot is generally recommended for two-hour parking or less.
Long-Term Parking – located behind the Short-Term Parking, surrounded by the Airport Loop.
Economy Parking Lot – located outside the Airport Loop, south of Regina Avenue.
Overflow Parking – adjacent to the outbound roadway, accommodates 147 vehicles as-needed.
Master Plan 2037 (DRAFT) Regina International Airport Master Plan 3-17
Employee Parking Lot – located north of the passenger terminal building and it is accessed from
Otter Lane.
The parking facilities are identified in
Figure 3-2. The number of spaces and parking rates for each facility are shown in Table 3-6.
Table 3-6. Automobile parking facilities
Parking Facility Capacity Parking Rates
Short Term Parking 110 spaces $2.00 for each half hour
Long Term Parking 1,135 spaces
$4.00 for first hour
$2.00 each additional hour
$15.00 for 24 hours
Economy Parking
(Overflow Parking available)
400 spaces
(147 spaces)
$2.00 for first hour
$2.00 each additional hour
$11.00 for 24 hours
Master Plan 2037 (DRAFT) Regina International Airport Master Plan 3-18
Employee Parking 246 spaces $25/month
Source: Regina Airport Authority Website, July 2017.
Rental Cars There are five car rental companies currently operating at the Airport: Avis, Budget, Enterprise, Hertz, and
National. Rental car customer service counters are located on the main level of the passenger terminal
building. There are 142 rental car ready/return spaces available in a lot immediately north of the Long-
Term Parking Lot, within the Airport Loop roadway.
A quick-turnaround (QTA) facility is located on Buffalo Trail, where the rental car companies fuel, wash,
service, clean, and store their vehicles. This shared facility features covered fuel stations, a wash-bay,
light maintenance bays, and additional parking spaces.
AIR CARGO The largest cargo carrier at the Airport is CargoJet. CargoJet is currently operating a Boeing 757 aircraft,
with scheduled services to Saskatoon and Winnipeg. This aircraft parks on Apron I, north of the ATB.
CargoJet runs their freight through their facility in the Multi-Tenant Facility – Groundside (MTF-G), which
requires that their tugs traverse through the ATB apron. FedEx operates out of a building near Apron III,
where they load and unload cargo smaller aircraft on the airside. In addition to their Apron III operation,
FedEx runs freight between their facility and the CargoJet facility via landside roads. MTF-G was designed
to expand to the northwest, along Tutor Drive, should cargo demands warrant additional building space.
GENERAL AVIATION There are eleven general aviation tenants at the Airport, which are identified in Table 3-7. There are two
Fixed Based Operators (FBO) at Regina Airport: Lockhart Aviation Services (previously known as Regina &
Saskatoon Airport Esso), and Regina Aerocentre (Shell). Lockhart provides fueling, whereas Shell provides
full-service fueling, hangarage, ground-handling and other aviation services for general aviation users.
The Regina Flying Club (RFC) provides flight training, fueling, hangar storage, and other general aviation
services with a fleet of six Cessna and Piper aircraft. RFC also hosts various Royal Canadian Air Cadet
training programs, Civil Air Search and Rescue exercises, and other small aircraft public general aviation
users. RFC’s hangar is located northeast of the ATB.
Other general aviation service providers include Prairie Flying Service, a Cessna factory-authorized service
center, located southeast of the passenger terminal. Additionally, the Shock Trauma Air Rescue Society
(STARS), a not-for-profit helicopter air ambulance service, has also based a single helicopter at the Airport.
Table 3-7. General aviation tenants and facilities
Tenant Facility Type Location
Aerocentre Hangar/Office space End of Apron II
Government of Saskatchewan Hangar/Office space South of Apron III, Airport Rd.
STARS Hangar/Office space South of Apron III, Airport Rd.
REDHEAD Hangar/Office space South of Apron III, Airport Rd.
Master Plan 2037 (DRAFT) Regina International Airport Master Plan 3-19
Flying Club Hangar/Office space Apron III, Airport Rd.
Rich Corp. Hangar/Office space Apron III, Airport Rd.
Dobs Aviation Hangar/Office space Apron IV, Tiger Moth Ln.
Prairie Flying Services Hangar/Office space Apron IV, Tiger Moth Ln.
RCMP Hangar/Office space Apron III, Tiger Moth Lane
Kramair Hangar/Office space End of Apron III, Chipmunk Drive
Menzies Aviation Hangar End of Apron III, Chipmunk Drive
AIRPORT SUPPORT FACILITIES Air support facilities include the air traffic control tower, Flight Service Station (FSS), the Firehall, the
airport fueling services, and aircraft de-icing.
Navigation, communication, air traffic advisory and air traffic control are provided by NAV Canada. The air
traffic control tower is located atop the ATB and it is open for 16 hours a day during summer months and
for 17 hours a day during winter months. The FSS is located immediately south of the ATB, and it provides
weather information, advisory for flights at small remote airports, and general airport advisory
information 24-hours a day.
Firefighting equipment and staff are housed in the Firehall on the north side of Apron II, south of the ATB.
This central location enables a three-minute response time to all sections of the runways as-required by
Transport Canada. The on-Airport Firehall responds to all aircraft accidents and incidents occurring within
the airport perimeter fence. The Firehall also responds to emergency events within the Critical Firefighting
Access Area (CFAA) outside the perimeter fence and can respond to other emergency events outside the
CFAA and the perimeter fence. An additional Fire Training Area (FTA) is located south of the Runway 08
threshold.
The Airport hosts a single fuel farm, located east of the Firehall, north of the Aerocentre aircraft hangar.
All fueling is undertaken by fuel trucks. The fuel farm has three 100,000-liter tanks for Jet A Fuel and a
single 100,000-liter tank for AvGas 100LL. The third Jet A Fuel tank was installed in 2015 to mitigate fuel
crises during occasional winter storms that prevented fuel delivery.
Aircraft de-icing is restricted to Apron I. This apron is equipped with the necessary grid collection system
to facilitate the disposal of de-icing fluids.
A maintenance garage for airport support vehicles and snow removal equipment storage is located
northeast of the passenger terminal building, in close proximity to the runways and taxiways. Additional
storage facilities for cold and stand storage can be found near Apron III.
Two multi-tenant facilities were recently constructed for airport operations. Multi-Tenant Facility –
Airside (MTF-A) houses a common-use lavatory dump and vehicle wash station, Air Canada, SA Aviation,
and Airport Terminal Services. MTF-G houses CargoJet, Air Canada Cargo, and Gate Gourmet. MTF-G was
originally designed to be expanded by an additional 10,000 ft2 to accommodate an additional tenant.
Master Plan 2037 (DRAFT) Regina International Airport Master Plan 3-20
COMMERCIAL DEVELOPMENT A variety of other buildings at the Airport are leased to non-aviation users. Most of these buildings are
located north of Regina Avenue. The following is a list of current groundside tenants with a brief
description of their facilities:
SASKTEL– Located on Sandra Schmirler Way, SASKTEL uses an office building of approximately
2,800 m2. The building is surrounded with a large parking lot providing over hundred car lots.
Stor-Edge (Storage Mart) – Self-storage facility located just north of Regina Avenue with a single
office building and nine storage buildings.
Southern – Located on Tiger Moth Lane, currently vacant.
Canmar Grains Ltd. – Located on Sandra Schmirler Way, Canmar Grains uses a building of
approximately 1,650 m2 for grain storage, food processing, and office space.
Canada Border Services Agency (CBSA) – Located at the intersection of Sandra Schmirler Way and
Airport Road, providing office space for CBSA.
Lex Capital Management – An office building, situated between SASKTEL and the CBSA buildings.
GOVERNMENT FACILITIES The Royal Canadian Mountain Police (RCMP) Air Division has two properties at Regina International
Airport, both of which have long-term lease agreements (25+ years). One of these properties is an office
building near the terminal building. Airport terminal or aircraft taxiway changes are not expected to have
any impacts on the RCMP operations in this building, other than modifications to vehicle parking.
The second building used by RCMP is an aircraft hangar, located in the northeastern corner of the
Airport. RCMP maintains and operates the hangar and the Airport Authority provides ground
maintenance, such as snow removal and lawn mowing.
Master Plan 2037 (DRAFT) Regina International Airport Master Plan 3-21
Master Plan 2037 (DRAFT) Regina International Airport Master Plan 4-1
Chapter 4 - AIRFIELD ANALYSIS The airfield requirements presented in this chapter are related to the safe and efficient departure,
landing, and ground operation of aircraft on the runways, the taxiways, and the aprons. The airfield
analysis is divided into five components: runway length, approach navigational aids, potential runway
hot spots, expansion of Apron II, and a centralized deicing facility. The focus of the analysis is to
accommodate future growth while remaining environmentally compliant. The analysis has been
performed in accordance with several International Civil Aviation Organization (ICAO) and NAV CANADA
publications, including the fifth edition of Aerodromes Standards and Recommended Practices (TP 312).
RUNWAY LENGTH REQUIREMENTS The Airport has two intersecting runways: Runway 13-31 (2,408 metres) and Runway 08-26 (1,890
metres). There are two main factors in evaluating future runway length requirements. First, increased
runway capabilities can allow new long-haul routes, such as flights to Iceland, Germany, or distant sun-
spot locations. Second, the latest generation of narrow-body aircraft (Boeing 737 MAX or Airbus A320
Neo families) are capable of flying further than older aircraft, due to advancements in aircraft and engine
design. Several Caribbean destinations currently have non-stop service to/from Regina, including several
that are as much as 3,500 kilometres away that are served by mainline narrow-body aircraft. With new
aircraft, airlines are capable of flying to destinations with stage lengths that range from 4,000 to 5,000
kilometres. A runway length analysis must consider these new aircraft and stage lengths.
The required runway length is a function of airport elevation, summer air temperature, the aircraft serving
the airport, and the longest nonstop distance flown from the Airport. Required runway length is calculated
based on aircraft manufacturer performance specifications (e.g. Boeing Airplane Characteristics for
Airport Planning manual) under a set of assumptions. Figure 4-1 provides an overview of takeoff runway
length requirements for five aircraft types at maximum takeoff weight (MTOW) on a hot day (30°C) at a
600-metre mean sea level (MSL) elevation. As shown, the existing runways are shorter than the required
takeoff lengths at MTOW. As a result, aircraft must operate with a reduced takeoff weight on a hot day.
However, aircraft rarely operate at MTOW, so the MTOW runway lengths in Figure 4-1 should not be used
as a reference in determining the appropriate runway length.
To better determine the appropriate runway length, some of the longest potential routes to/from the
Regina were analyzed. Table 4-1 summarizes the runway length requirements for three design-missions
to Cancun (CUN), Reykjavik (KEF), and Frankfurt (FRA) operated by a Boeing 737-800, a Boeing 757-200,
and a Boeing 767-300ER, respectively. These three routes are representative of potential long-distance
routes that could be considered during the planning period. They do not represent routes that are
currently being considered by airlines. The new Boeing 737-8MAX is also considered for CUN and KEF, as
this aircraft type is expected to enter service in the coming years with airlines flying to those destinations.
Runway requirements are presented for standard day (15°C) and hot day temperatures (standard day +
15°C). Unless otherwise noted, a flap extension setting of 30 on the aircraft is used for landing field length
calculations. Higher numbers correspond to higher degrees of flap extension. Runway 13-31, at 2,408
metres long, can support nonstop operations to Cancun with both aircraft types on standard days and to
Reykjavik without taking any weight penalties on the Boeing 757. The required runway length exceeds the
existing available runway length for flights to KEF on the Boeing 737-8MAX and to Germany on the Boeing
767. These flights would need to take a payload penalty to operate at the Airport. Runway length also
Master Plan 2037 (DRAFT) Regina International Airport Master Plan 4-2
becomes a constraint for flights to CUN on warm days, although demand for Caribbean flights typically
occurs during winter months, and therefore the existing runway is sufficient for them. The design-routes
in Table 4-1 do not operate at MTOW, so the required takeoff lengths in Table 4-1 are shorter than the
required takeoff lengths in Figure 4-1.
Figure 4-1. Takeoff Length Requirements at MTOW (Hot day, 600m MSL)
Table 4-1. Takeoff Length Requirements for Flights to Cancun, Reykjavik, and Frankfurt (not MTOW)
Item Boeing 737-800 Boeing 737-
8MAX Boeing 757-200
Boeing 737-
8MAX Boeing 767-300
Design Mission YQR-CUN YQR-CUN YQR-KEF YQR-KEF YQR-FRA
Stage Length (km) 4,161 4,161 5,521 5,521 8,290
Seats 168 180 183 153 258
Landing Field Length (m) –
Flaps 30, Wet Runway 2,100
1,800
(Flaps 40) 1,800
1,800
(Flaps 40) 2,000
Takeoff Field Length (m) – Std Day (15°C)
2,400 2,400 2,000 2,500 2,500
Takeoff Field Length (m) – Hot Day (Std Day + 15°C)
2,500 2,500 2,100 2,700 2,600
Since runway length is not constraining current operations, nor expected to constrain operations during
the planning period, a runway extension is not recommended during the 20-year planning period.
However, new international routes may materialize in the distant future and therefore land should be
preserved for a 300-metre extension to Runway 13-31.
A 300m extension of Runway 13-31 to the north is shown in Figure 4-2. The corresponding runway end
safety area (RESA) and OLS are also shown for a category one instrument landing system (CAT I ILS)
equipped runway with aircraft group number four (AGN IV) aircraft, based on the TP 312 fifth edition. The
Master Plan 2037 (DRAFT) Regina International Airport Master Plan 4-3
RESA is also shown according to International Civil Aviation Organization (ICAO) Annex 14
recommendations. The ICAO recommended RESA length is 240 metres from end of runway strip (300
metres from end of runway) with a width equal to that of the graded runway strip (150 metres). The size
of this area is significantly larger than the TP312 fifth edition required area with a length of 150 metres
and a width of 90 metres (twice the runway width). However, it is plausible that Transport Canada will
introduce RESA size regulations similar to the ones described by ICAO or the FAA. This means that future
runway extensions need to consider the more conservative ICAO RESA dimensions for planning purposes.
As shown below, this northern runway extension is not feasible because 13th Avenue and the parallel
railway would violate the Object Limitation Surface (OLS), as well as the ICAO recommended RESA.
Figure 4-2. Runway Extension to the North
A southern extension of Runway 13-31 is shown in Figure 4-3 with the corresponding RESA and OLS areas
for a non-precision runway with AGN IV aircraft. The OLS would put a height restriction of approximately
6.8 metres on ground traffic traveling on Lewvan Drive. Additionally, this southern expansion would
change noise levels associated with Runway 31 departures and arrivals, as aircraft would operate closer
to populated areas south of the Airport.
Figure 4-3. Runway Extension to the South.
Master Plan 2037 (DRAFT) Regina International Airport Master Plan 4-4
A plausible extension of Runway 13-31 would be to extend the runway by 150 metres on both ends to
avoid interruptions to road and rail traffic to the north and to minimize noise impacts south of the Airport.
PRECISION APPROACH CAPABILITY FOR RUNWAY 31 Currently only Runway 13 approaches are categorized as precision approaches. In order to better
accommodate traffic in all weather conditions, the possibility of an instrument landing system for Runway
31 was investigated. First, wind data from the National Oceanic and Atmospheric Administration (NOAA)
for YQR was analyzed for a ten-year period from 2007 to 2016. The corresponding wind rose is shown in
Figure 4-4. The shape and length of each arm is proportional to the frequency of events, or the number
of times the wind was blowing from a specific direction. As shown, the wind rose extends the most to the
southeast and to the northwest, meaning that winds from the southeast are the most common at the
Airport, followed by winds from the northwest direction. These directions suggest that Runway 13 should
be the most common arrival runway, followed by Runway 31.
Figure 4-4. Regina Airport Wind Direction and Magnitude 2007-2016.
The tower log, containing operational data from 2014 to 2016, confirms Runway 13 is the most common
arrival runway. 47 percent of all arrivals (48 percent of instrument flight rules - IFR arrivals) use Runway
13. Runway 31 is the second most used arrival runway, used by 45 percent of all arrivals (45 percent of
IFR arrivals). Runway 08 and Runway 26 are used less frequently, as illustrated in Figure 4-5.
The combination of historic wind directions and the tower log data indicate that the existing instrument
landing system (ILS) is installed for the most commonly used arrival runway, Runway 13. If a second ILS
were to be installed, it would be on Runway 31. However, ILS equipment comes with high installation and
Master Plan 2037 (DRAFT) Regina International Airport Master Plan 4-5
maintenance costs. Due to these costs and the expected acceptance of satellite-based navigation in the
next 5-10 years, NAV CANADA has generally not accepted any recent proposals to install additional ILS.
Figure 4-5. Arrival Runway Usage 2014-2016.
In addition to the precision approach capability for Runway 31, a new approach light system was also
considered. Runway 31 is currently equipped with an Omni-Directional Approach Lighting System
(ODALS). The installation of an improved lighting system, such as a Medium Intensity Approach Lighting
System with Runway Indicator Lights (MALSR) or a Simplified Short Approach Lighting System with Runway
Indicator Lights (SSALR) would enable operations in low-visibility weather conditions. This new approach
lighting system would provide visual information to pilots on runway alignment, height perception, and
horizontal guidance to identify the approach end and centerline of the runway. MALSR and SSALR are
typically used for category I precision runways.
RUNWAY INTERSECTION AND TAXIWAY K The intersection of Runway 08-26 with Runway 13-31 and Taxiway K provides a potential hot spot at the
Airport. During the Master Plan public open houses, described in Chapter 13, multiple pilots identified
Taxiway K as a confusing location and suggested improvements. As shown in Figure 4-6, the current
geometry of Taxiway K includes a widening towards the runways, which requires heightened attention by
pilots. Bad weather and poor visibility may contribute to reduced situational awareness of pilots
approaching the runway intersection. Alternatively, a confusing runway and taxiway intersection may be
compounded by a miscommunication between a pilot and an air traffic controller. As a result, aircraft may
line up on the wrong runway or may enter a protected part of a runway, increasing the risk of a runway
incursion and compromising aircraft separation standards. Lastly, small general aviation aircraft tend to
become disoriented on large expanses of pavement, which Taxiway K is considered, which can also lead
to runway incursions.
Master Plan 2037 (DRAFT) Regina International Airport Master Plan 4-6
A potential solution for mitigating the risk of a potential runway incursion is the decoupling of runway
intersection and Taxiway K, as also shown in Figure 4-6. Removing part of the pavement on Taxiway K can
remove the large expanse of pavement and provide a less confusing taxi path to the Runway 26 threshold
for departing aircraft, while restricting Runway 31 arriving aircraft from exiting the runway at this location.
In order to accommodate Runway 13-31 arrivals exiting the runway, a new taxiway is could be
constructed, providing direct access to Apron I. These two recommended modifications reduce the risk of
a runway incursion, avoid dual purpose pavement, and avoid Taxiway K intersecting multiple runways at
the same location.
Figure 4-6. Re-Design on Taxiway K and Runway Intersection.
APRON II EXPANSION A wide variety of aircraft utilize Apron II for loading and unloading (both passengers and cargo), itinerant
parking, and fueling. The mix of aircraft include helicopters, military aircraft, large corporate jets, charter
jets, and others. In peak periods, demand for aircraft parking at the Airport can lead to congestion on
Apron II. The development of this apron has been limited in the past by the OLS associated with Runway
26 and Runway 31, as dictated by TP 312 4th edition standards. TP 312 5th edition decreases the limitations
and allow for Apron II expansion, as shown in
Master Plan 2037 (DRAFT) Regina International Airport Master Plan 4-8
Figure 4-7, the pink line indicates the OLS take-off and approach surface per TP 312 5th edition standards.
With a seven-metre height limitation, to account for the tail heights of large general aviation aircraft,
Apron II can be expanded by 48 metres to the west, and by 31 metres to the east, resulting in 9,600 square
metres of additional parking space.
Master Plan 2037 (DRAFT) Regina International Airport Master Plan 4-9
Figure 4-7. Apron II Expansion with Runway 26 OLS.
CENTRALIZED DEICING FACILITY (CDF) Deicing at the Airport is currently conducted at on-stand push-back on Apron I. Aircraft are pushed back
to a designated deicing area to minimize the amount of deicing fluids in the stand area. The current
operations meets current airline needs, but it can cause congestion during peak hours. Additionally, Apron
I slopes towards the passenger terminal building, which presents environmental and operational
challenges when dealing with large volumes of precipitation or deicing fluid runoff.
In order to accommodate future growth at the airport, and to promote efficient and environmentally
compliant operations on Apron I, deicing operations may need to be removed from Apron I within the
Master Plan planning horizon. It is recommended that a centralized deicing facility (CDF) be constructed
to ease congestion on Apron I and increase the airfield capacity.
Three locations have been evaluated for a CDF:
(1) Immediately north of Taxiway C (north of the passenger terminal complex)
(2) Northeast of Apron II
(3) Near the Runway 31 threshold.
Location 2 would require relocation of several recently constructed facilities and is constrained by the
Runway 26 OLS. Location 3 has been recognized as operationally inefficient, since aircraft departing from
Runway 13 would need to taxi from Apron I to Runway 31 for deicing, and then taxi to the opposite
threshold. This would significantly increase airfield congestion.
Master Plan 2037 (DRAFT) Regina International Airport Master Plan 4-10
Location 1, near Taxiway C, has been identified as the best site for a CDF, as shown in Figure 4-8. Due to
its close proximity to Apron I, this location would minimize overall taxi time for aircraft departing on
Runways 13, 08, and 26 without severely impacting departures on Runway 31. A CDF would require an
additional parallel taxiway to ease congestion. This new taxiway would be located outside the Runway 13-
31 safety area. In conjunction with the CDF and parallel taxiway, a new infield roadway is also
recommended to ease congestion on Taxiway C.
Figure 4-8. Location of the Future Centralized Deicing Facility and Parallel Taxiway.
The recommended layout plan for the CDF is shown in Figure 4-9. A two-phase construction plan is
recommended for the new CDF. The first phase would be near the Taxiway B and Taxiway C intersection.
This facility would accommodate three Code C or one Code C and one Code E aircraft. The second phase
would be an expansion to the north, providing space for one Code C and one Code E aircraft. When deicing
is not needed, these facilities would provide additional aircraft parking space. The recommended layout
of the site includes aircraft parking positions that are perpendicular to Taxiway B.
Master Plan 2037 (DRAFT) Regina International Airport Master Plan 4-11
Figure 4-9. Layout Plan for Proposed CDF.
Source: Centralized Deicing Facility Planning Study, July 2015; with minor adjustments
SOUTH DEVELOPMENT A potential site for development is south of Runway 08-26. Currently the Fire Training Area (FTA) is located
near the Runway 08 threshold. This space provides space and flexibility for an FBO complex, private
hangars, or other development with airfield access.
In order to develop this site for aeronautical use, a new taxiway would need to be built parallel to Runway
08-26. Runway 08-26 is blocked for periods of time when Runway 08 arrivals back-taxi to Taxiway P or
when Runway 26 departures taxi to the departure end of the runway. A parallel taxiway would provide
access to the new developments, in addition to runway occupancy.
A plan for the parallel taxiway is shown in Figure 4-10 with three runway access points: one at the Runway
08 threshold, one near the mid-point of Runway 08-26 (across from Taxiway P), and one access point to
Master Plan 2037 (DRAFT) Regina International Airport Master Plan 4-12
the Runway 31 threshold. A hypothetical FBO complex is included in the diagram to demonstrate
potential development.
The parallel taxiway could be built in multiple stages. Since Runway 13-31 is the most used runway, the
parallel section between Runway 31 threshold and Taxiway P could be constructed first to provide access
to the new facility from both directions. The section between Taxiway P and Runway 08 threshold could
be constructed in the second stage, enabling Runway 26 arrivals to avoid back taxiing on the runway.
This south development site is currently undeveloped and would require utilities to be connected.
Figure 4-10. South Development Area with New FBO Complex and Parallel Taxiway.
Master Plan 2037 (DRAFT) Regina International Airport Master Plan 4-13
Master Plan 2037 (DRAFT) Regina International Airport Master Plan 4-14
Master Plan 2037 (DRAFT) Regina International Airport 5-1
Chapter 5 - AIR TERMINAL BUILDING This section describes the facility requirements calculated for the air terminal building (ATB) and the
development alternatives to address potential capacity deficiencies. The analysis of the ATB focuses on
both departing and arriving passenger flows as well as aircraft parking positions.
METHODOLOGY AND ASSUMPTIONS The method for determining future requirements is informed by and consistent with guidance from
Airport Cooperative Research Program (ACRP), Report 25, Airport Passenger Terminal Planning and
Design, and the International Air Transport Association (IATA) Airport Development Reference Manual
(ADRM), 10th Edition. For each key ATB function, assumptions in line with this guidance, industry
standards, and airline input are documented. For planning purposes, it is assumed that terminal facilities
will be developed to meet IATA’s optimum Level of Service (LoS), which is a measure of the ease of flows
and delays inside the ATB. Optimum LoS corresponds to overall good levels of service, where flows are
stable, delays are acceptable, and a good level of comfort is provided. Previous versions of IATA’s Airport
Development Reference Manual refer to optimum level of service as being most similar to LoS C.
Peak Period Activity ATB facility requirements are primarily driven by peak-period activity, which is summarized in Table 5-1
for each planning horizon milestone.
Table 5-1. Peak Period Activity Summary
Recommended Facilities
Base Year Forecast Year
2017 2022 2027 2037
Peak Hour Passengers
Peak hour enplanements 300 475 644 865
Peak hour deplanements 416 658 892 1,200
Peak hour total passengers 416 658 892 1,200
Peak Hour Operations
Peak hour departures 4 5 6 8
Peak hour arrivals 4 5 6 8
Peak hour total operations 7 9 11 14
Source: InterVISTAS Consulting Inc.
Since the Airport operates primarily as a spoke market, the enplanements peak is expected to occur early
in the morning while the deplanement peak is expected to occur late in the evening. The enplanement
peak, which occurs from 06:40 to 07:40 represents those passengers on flights departing the Airport
Master Plan 2037 (DRAFT) Regina International Airport 5-2
within the peak hour. The deplanement peak, which occurs from 21:30 to 22:30, represents those
passengers on arriving flights within the peak hour. The peak total passengers, which also occurs from
21:30 to 22:30 represents the highest combined enplaned and deplaned passengers within the peak hour.
The deplanement peak drives the peak hour total passengers as the evening arrivals are more compacted
than the morning departures.
FACILITY REQUIREMENTS Terminal requirements focus on both departing and arriving passenger flows. For departing flows, this
includes check-in (self-service, kiosks, and traditional counters), security screening, and holdroom. For
arriving flows, this includes CBSA facilities and domestic and international baggage claim. Aircraft parking
positions requirements are also determined from the peak hour operations forecast.
Check-in The size of the check-in lobby is typically a function of the number of peak hour departing passengers. It
is influenced by the ratio of passengers checking in at the ticket counter, self-service kiosks, and online.
The check-in lobby currently has 23 bag-drop enabled, full-service common-use check-in counters and 17
self-service common-use kiosks. The counter positions and kiosks are configured in a linear alignment.
Approximately 557 square metres of passenger processing and queueing area are provided currently.
The existing passenger check-in behavior was obtained from the 2017 Q2 ACI ASQ Report. More than one-
half of passenger check-in using a kiosk while almost one-third check-in online. By the end of the planning
period the use of full-service check-in counters is expected to decrease significantly. Online/mobile check-
in is expected to be the predominant behaviour by 2037 and is expected to be adopted by all carriers
serving the Airport. Check-in processing times are consistent with industry standards.
Based on the assumptions, the total number of bag-drop and full-service check-in desks in 2037 can be
accommodated with the current supply. In addition, the number of self-service kiosks is sufficient through
the planning period. The area required to accommodate the number of check-in desks and self-service
kiosks is also sufficient, but the location of the kiosks and queueing should be redeveloped to provide an
optimal layout and passenger flow. An example layout for the check-in lobby is provided in Figure 5-1.
Table 5-2. Check-in Lobby Requirements
Existing
Facilities
Recommended Facilities
Base Year Forecast Year
2017 2022 2027 2037
Number of self-service kiosks 17 9 13 15 17
Number of check-in desks
Traditional - 4 4 4 4
Baggage Drop - 5 7 9 12
Total check-in desks 23 9 11 13 16
Source: InterVISTAS Consulting Inc.
Master Plan 2037 (DRAFT) Regina International Airport 5-3
Figure 5-1. Sample Optimized Check-in Lobby
Security Screening The Pre-board Screening (PBS) area includes four screening lanes and space for passenger queueing. A
throughput of 120 passengers per hour is assumed based on the 2016 CATSA Annual Report. A maximum
queue time of 10 minutes is assumed based on IATA ADRM guidance for optimum level of service. This
wait time assumption is also consistent with CATSA’s goal of processing 85% of passengers in 15 minutes.
Two additional screening lanes are required by 2037 based on the current throughput assumptions. If the
throughput can be increased roughly 50% due to implementation of CATSA Plus technology, the
requirement in 2037 reduces to four lanes.
Table 5-3. Security Screening Requirements
Existing
Facilities
Recommended Facilities
Base Year Forecast Year
2017 2022 2027 2037
Number of lanes 3 2 4 5 6
Queue area (square metres) n/a 60 100 135 180
Source: InterVISTAS Consulting Inc.
Holdroom There is currently 1,496 square metres of common holdroom. There are several constraints in the existing
holdroom, however, which reduce the effectiveness of the holdroom capacity. This includes narrow
corridors and holdroom located behind visual obstructions such as restrooms. It is assumed that the
useable holdroom is approximately 20% smaller to account for these inefficiencies.
Master Plan 2037 (DRAFT) Regina International Airport 5-4
IATA’s optimum LoS assumes 50-70% of passengers are seated. Given the large number of leisure flights
during the winter seasonal peaks and the likelihood of early passenger arrivals at the Airport, it is assumed
that 75% of passengers are seated in the holdroom. The remaining passengers are either assumed to be
standing or utilizing an adjoining concession or retail area. A 5% buffer on the number of seats is added
to account for passenger belongings occupying adjacent seats. A 20-30% factor is applied to the holdroom
requirements to account for aircraft boarding operations, podiums, and passenger circulation. Based on
the expected future fleet mix, the design aircraft has 160 seats and operates with a 70% load factor.
While the demand for holdroom through just before 2027 is below the existing supply, additional effective
holdroom is required to meet demand. An additional 500 square metres of total holdroom, along with
renovation of the existing facility, is required to meet demands in 2037.
Table 5-4. Holdroom Requirements
Existing
Facilities
Recommended Facilities
Base Year Forecast Year
2017 2022 2027 2037
Peak Hour Departures n/a 4 5 6 8
Peak Hour Passengers n/a 300 450 609 814
Holdroom (square metres) 1,496 920 1,240 1,490 1,980
Source: InterVISTAS Consulting Inc.
Given the longer earliness distributions of passengers arriving to the Airport in advance of their flights and
to account for schedule perturbations and irregular operations, a holdroom sensitivity was developed.
Requirements were increased by 50% to represent additional passengers in the holdroom that may occur
due to the above reasons. As a result, the holdroom requirement at the end of the planning period
increases to 2,970 square metres.
Canada Border Services Agency The Canada Border Services Agency (CBSA) area currently consists of five primary inspection line (PIL)
booths and space at the bottom of vertical circulation for passenger queueing. There are currently no
automated kiosks such as Primary Inspection Kiosks deployed at Vancouver and Toronto airports. Beyond
international baggage claim, passenger pass through a CBSA area before exiting into the domestic baggage
claim. Since flight schedules were not developed, international arrival demand was generated from
projected flight schedule patterns. It is assumed that 300 peak hour arriving international passengers will
use the facility, as this represents two narrowbody aircraft arriving simultaneously. The maximum PIL
queue time is 10 minutes to be consistent with IATA optimum level of service.
A processing time of 45 seconds per passenger is assumed for primary inspection. Ten percent of
passengers are assumed to be subject to secondary CBSA inspection, which process passengers in 60
seconds.
Master Plan 2037 (DRAFT) Regina International Airport 5-5
The current supply of CBSA primary inspection desks is sufficient to process two simultaneous
international narrowbody arrivals. Due to the location of the vertical circulation core used to enter the
CBSA PIL queue, additional queue area is required to meet the 10-minute wait time standard.
Note that the assessment of CBSA facilities does not include the potential for northbound Preclearance
that US and Canadian governments are discussing – regarding the point at which passengers will clear
CBSA and arrive at Canadian airports. Furthermore additional automation is expected to potentially create
space savings. These will life-extend the existing space envelope further before expansion is needed.
Baggage Claim The baggage claim consists of two dedicated domestic claim devices and one swing claim device, with
capability to serve both domestic and international arrivals. The total useable frontage is approximately
114 metres. Baggage claim requirements are a function of peak hour deplanements, the concentration of
arriving passengers within the peak 30-minutes, and the number of passengers checking in bags. As with
CBSA, international demand is derived from two simultaneous narrowbody arrivals. 80% of passengers
are assumed to reclaim baggage and the average claim device occupancy time is estimated to be 20
minutes. This is consistent with similar sized airports where baggage claim is in close proximity to the
aircraft parking positions. Short walking distances from the aircraft to the baggage claim can create short
but steep spikes in demand on the baggage claim units. 20% of bags are estimated to recirculate as some
passengers may use the restrooms first or require additional time to reach the baggage claim.
An additional baggage claim device is required by 2037. The additional device should function as a swing
device. It is expected that there is sufficient frontage to meet the passenger demands in 2037, but the
additional device is required to provide space to offload baggage on the airside.
Table 5-5. Baggage Claim Requirements
Existing
Facilities
Recommended Facilities
Base Year Forecast Year
2017 2022 2027 2037
Domestic Baggage Claim Units 2 1 2 2 3
International Baggage Claim Units 1 1 1 1 1
Frontage (metres) 114 35 50 60 75
Source: InterVISTAS Consulting Inc.
Aircraft Parking Positions The number of aircraft parking positions are a key component of evaluating the size and configuration of
the passenger terminal area. There are currently seven boarding bridge-enabled parking positions,
numbered 2 through 8, and two ground loaded parking positions, numbered 1 and 9 that can be utilized
simultaneously. Several boarding bridge-enabled positions can accommodate ground loading. In addition,
larger Code D and E aircraft can be accommodated at positions 2 and 8, but restrictions are placed on
adjacent parking positions. There are also five remote parking positions numbered 10 through 14. Some
of these positions, under adjacency restrictions, can accommodate Code E aircraft. Power in/power out
Master Plan 2037 (DRAFT) Regina International Airport 5-6
operations are also possible at position 13. The sterile corridor within the air terminal building allows all
parking positions to serve both domestic and international departures and arrivals.
In 2017 there are four peak hour departures, four peak hour arrivals, and seven total peak hour
operations. Based on 2037 peak hour demand, there are expected to be eight peak hour departures, eight
peak hour arrivals, and a total of 14 peak hour operations. The peak hour aircraft fleet mix is likely to be
composed almost entirely of Code C aircraft. Based on the baseline flight schedule and industry acceptable
standards for Code C aircraft, a turn time of 60 minutes is assumed.
Under these conditions, one additional boarding bridge-enabled contact position is required by 2037.
Given the projected future fleet mix, there is not a requirement for ground loaded positions. A second
additional parking position, either ground loaded or boarding bridge-enabled, may be considered to
support irregular operations and provide flexibility.
During current wintertime operations, deicing occurs roughly 50 metres back from the parking position.
As a result, the parking position is considered occupied during the deicing process, which can often add
up to 20 minutes to the turn time. By the end of the planning period, it is also assumed that a centralized
deicing facility (CDF) will be constructed. If the CDF is not constructed during the planning period, and
changes are not made to the current deicing protocols, then the parking position requirement in 2037
increases to 11.
Table 5-6. Aircraft Parking Position Requirements
Existing
Facilities
Recommended Facilities
Base Year Forecast Year
2017 2022 2027 2037
Contact positions 7 4 5 6 8
Ground loaded positions 2 0 0 0 0
Source: InterVISTAS Consulting Inc.
CONSTRAINTS AND LIMITATIONS Prior to embarking on development of terminal alternatives, a number of planning constraints and
limitations were identified. These considerations, which serve as a guide during alternatives development,
include:
Maintaining the clear story above the baggage claim hall due to aesthetics and its unique
structural system
Maintaining the new hold baggage screening room and baggage makeup area located behind the
check-in lobby
Maintaining the existing arrivals circulation core (stair, escalator, and elevator)
Reviewing the location of the current restrooms and their impact on circulation and wayfinding
Accounting for the depth of the ATB, which is such that an east-west PBS alignment creates a
circulation bottleneck, regardless of the location
Master Plan 2037 (DRAFT) Regina International Airport 5-7
Balancing holdroom with future gate locations to the north, as the existing holdroom is only
adjacent to Gates 1-5
Developing a centralized commercial area post-security which combines retail with food and
beverage, with the intent to have 80% of the concession program located on the secure side of
the terminal
TERMINAL ALTERNATIVES ATB improvement alternatives were split into two phases: short-term and long-term. Short-term
alternatives are intended to occur within five years and can likely be implemented with limited enabling
projects. Long-term alternatives are intended to accommodate growth in 10-20 years. The long-term
alternatives require enabling capital projects. This section first focuses on the short-term alternatives
which can be used as enabling projects and then discusses the long-term alternatives.
Short-Term Alternatives Renovation of the second level of the ATB provides some immediate benefits and provides for a first phase
of the long-term development alternatives later described. The two areas of focus for short-term projects
are relocation of the PBS and holdroom expansion.
Short-Term Pre-Board Screening Locations
The existing PBS area is not in an ideal location, as it creates a bottleneck in the holdroom and limits
expansion opportunities. Four alternatives were considered for relocating the PBS area within the existing
second level footprint. Each option is described below and also presented in Figure 5-2. All options allow
for eventual expansion of the PBS area and relocation to the main level for the long-term alternatives.
Option A – Remain in place: This option does not relocate the PBS. While the screening area could expand
to the north in the future, reducing holdroom, the bottleneck after recomposure would remains.
Option B – Rotate 90°, north of escalator: This option rotates the screening area and aligns it parallel with
the queue. Passengers would exit the recomposure area after screening and enter the center of the
holdroom, eliminating the existing bottleneck. Rotating the screening area requires relocation of the
existing Maple Leaf Lounge.
Option C – Rotate 90°, south of escalator: This option rotates the PBS and shifts it to the top of the
escalator from the ticketing hall. Shifting security to this side of the ATB allows for the existing landside
concession to be converted to an airside concession. It would also create additional holdroom in the area
currently occupied by food court seating. This option would require all passengers to pass by the most
number of boarding areas to access the center of the holdroom. Alternatively, the flow of the PBS would
be from South to North, allowing the development of a centralized concession area.
Option D – Move south toward concession: This option moves the screening area to the southernmost
portion of the second level, on the location of the existing landside concession. The concession would be
relocated to a post-security location. The remaining space vacated by the concession could be converted
into holdroom. This option would require all passengers to pass by the most number of boarding areas to
access the center of the holdroom.
Master Plan 2037 (DRAFT) Regina International Airport 5-8
Figure 5-2. Short-Term Pre-Board Screening Location Alternatives
Holdroom Expansion
It is anticipated that holdroom expansion can be achieved in the short-term with limited heavy
infrastructure investment. Three alternatives were explored to increase the holdroom area. Each option
is described below and also presented in Figure 5-3.
Option A – Sterile corridor removal: This option removes the sterile corridor south of Gate 6 and converts
the space into holdroom. While this does not increase the holdroom significantly, it creates a wider
corridor near the exit from PBS and the adjacent boarding position C. Removing the corridor also allows
for domestic arriving passengers to mix with departing passengers. This allows for arriving passengers to
utilize the concessions and restrooms in the holdroom before heading to the baggage claim hall. Without
the corridor, Gates 1 through 5 are restricted to domestic arrivals. This is not anticipated to be an issue
since there are sufficient international capable gates to meet demand.
Option B – Food court conversion: This option converts the pre-security food court to post-security. A
wall would be constructed near the top of the escalator leading to pre-board screening and the existing
food court seating area would be merged into the holdroom. Advantages of this alternative include adding
more airside concessions, which are currently in short supply. A disadvantage is that the new holdroom
and concession node would be on the south side of the second level and not centrally located to the
location of most of the gates.
Option C – Roof expansion: This option expands the holdroom onto the main level roof sections between
Gate 4 and 6. This option requires the execution of Option A as well since the roof sections are
disconnected from the existing holdroom. Similar to Option A, the incremental expansion is not
significant, but it provides additional circulation area and holdroom in the center constrained portion of
the terminal. The constructability of these extensions would need to be confirmed.
Master Plan 2037 (DRAFT) Regina International Airport 5-9
Figure 5-3. Short-Term Holdroom Expansion Alternatives
Short-Term Alternatives Evaluation
Based on the evaluation criteria discussed earlier, each of the short-term alternatives was evaluated. The
evaluation is shown in Figure 5-4. Rotating the PBS by 90 degrees and shifting it either north or south of
the existing vertical circulation core provides benefits to operations and passenger experience. Moving
south provides the additional benefit of converting landside concessions to airside concessions.
For holdroom expansion, removing the sterile corridor is the easiest step to implement from both a
phasing and operational perspective. It also enables the potential to expand holdroom over the existing
main floor on Level 1 between Gates 4 and 6, which currently extends beyond Level 2. These holdroom
alternatives are not mutually exclusive, so more than one alternative can be selected.
Figure 5-4. Short-Term Alternatives Evaluation
Master Plan 2037 (DRAFT) Regina International Airport 5-10
The preferred short-term development of the second level is shown in Figure 5-5. Removing the sterile
corridor and relocating PBS to the existing landside concession area provides the most benefit to the
operation of the second level. Rotating and relocating PBS to the south allows for a centralized retail and
concession core to be developed just beyond screening and also allows for more intuitive north-south
circulation flows on the second level. The holdroom can be expanded into a contiguous space to provide
more seating near more boarding positions. This layout is compatible with all long-term development
alternatives.
Figure 5-5. Preferred Short-Term Development of Second Level
Long-Term Alternatives In addition to the capacity deficiencies defined earlier, several key issues were identified as-follows for
consideration in long-term development:
Providing all of the required CBSA facility components
Baggage claim congestion that occurs on the international device during peak season
Condition and age of infrastructure
Accommodating process automation
Additional holdroom in an efficient configuration
Additional concession space in ideal locations
Utility of the sterile corridor
Additional gates (ATB expansion)
Location of pre-board screening (PBS) and goods screening
Security operations center
The long-term alternatives were developed in two phases: preliminary alternatives and refined
alternatives.
Master Plan 2037 (DRAFT) Regina International Airport 5-11
Preliminary Long-Term Alternatives
Seven ATB alternatives were developed to represent various combinations of ATB improvements. They
are shown in Figure 5-7 through Figure 5-13. They include renovation and repurposing of existing space,
as well as expanding the ATB. The alternatives focus on six key functional areas: (1) pre-board screening
(PBS), (2) holdrooms, (3) sterile corridor/primary inspection, (4) baggage claim, (5) CBSA area, and (6)
rental car counters. Each alternative highlights a different approach to the solving deficiencies in these
functional areas. Certain aspects from one alternative may be combined with different alternatives.
Terminal alternative components are evaluated against a series of qualitative and quantitative criteria to
determine the preferred option. The criteria are broad and represent the interests of both passengers and
operators. They are organized into four main categories: Passenger experience, operations/flexibility,
implementation/phasing, and financial feasibility. A summary of the criteria is shown in Figure 5-6. The
seven alternatives are presented in graphical form below and are followed by a brief summary of the key
functional area alternatives. Figure 5-6. Proposed Evaluation Criteria
Pre-board Screening
Three potential locations on the main level have been identified for the PBS:
The first site, shown in Alternatives 1 and 2, is located just south of the ticketing lobby between
the vertical circulation core and the hold baggage screening matrix.
The second site, shown in Alternative 5, extends southward through existing airport offices and
requires a building extension toward the old baggage claim facility. It requires a new vertical
circulation core to move passengers to the second level of the terminal.
The third site, shown in Alternatives 3, 4, 6, and 7 is located entirely inside of the existing building
footprint and occupies the majority of the existing airport offices.
Given the existing location of the vertical circulation core and the challenges associated with impacting
the hold baggage screening matrix, the preferred pre-board screening location is the third site, shown in
Alternatives 3, 4, 6, and 7.
Holdrooms
Given the limited depth of the terminal building coupled with limited holdroom access to some passenger
boarding gates, holdroom expansion and relocation is required. Each alternative evaluates a different
magnitude of expansion toward the apron and toward the north. The expansion toward the apron varies
in depth but does not extend towards the apron beyond the existing hold baggage screening facility.
Master Plan 2037 (DRAFT) Regina International Airport 5-12
Alternative 3 provides no expansion to the north while Alternative 5 provides minimum building
expansion toward the apron. Contiguous holdroom is preferred as it provides ease of wayfinding and
reduces the overall holdroom requirement due to efficiencies gained by sharing between adjacent gates.
Master Plan 2037 (DRAFT) Regina International Airport 5-13
Figure 5-7. Air Terminal Building Alternative 1
Master Plan 2037 (DRAFT) Regina International Airport 5-14
Figure 5-8. Air Terminal Building Alternative 2
Master Plan 2037 (DRAFT) Regina International Airport 5-15
Figure 5-9. Air Terminal Building Alternative 3
Master Plan 2037 (DRAFT) Regina International Airport 5-16
Figure 5-10. Air Terminal Building Alternative 4
Master Plan 2037 (DRAFT) Regina International Airport 5-17
Figure 5-11. Air Terminal Building Alternative 5
Master Plan 2037 (DRAFT) Regina International Airport 5-18
Figure 5-12. Air Terminal Building Alternative 6
Master Plan 2037 (DRAFT) Regina International Airport 5-19
Figure 5-13. Air Terminal Building Alternative 7
Master Plan 2037 (DRAFT) Regina International Airport 5-20
Sterile Corridor/Primary Inspection
Several sterile corridor alternatives were developed in order to segregate international arriving
passengers from all departing passengers:
Alternatives 1, 5, and 6 provide a sterile corridor that passes by each international capable
boarding gate before connecting passengers to CBSA. These corridors provide limited flexibility to
accommodate a simultaneous arrival and departure at adjacent gates.
Alternatives 2 and 7 provide a direct connection to a sterile corridor on the main level, eliminating
any direct conflicts with departing passengers and operations at adjacent gates. Expanding on the
main level may create conflicts with the inbound baggage handling and requires building
expansion toward the apron.
Alternatives 3 and 4 provide a direct connection to a sterile corridor on a proposed third level
mezzanine. This eliminates any direct conflicts with departing passengers and operations at
adjacent gates. Passengers are provided a direct connection from the mezzanine down to CBSA
on the main level. These alternatives require additional level changes and more complex
wayfinding. Construction of a mezzanine level would also be required.
Preference is given to alternatives that can segregate arriving passengers and limit conflicts with
operations at adjacent gates.
Primary inspection is provided on the main level in each alternative except for Alternative 6, where it is
provided on the second level. Providing CBSA primary inspection services on a separate level from
baggage claim and CBSA secondary inspection is common at airports outside of Canada, but it creates
staffing challenges for CBSA. Preference is also given to CBSA solutions that allow for terminal building
expansion flexibility to the north.
Baggage Claim
Two baggage claim delivery systems were explored. Alternatives 1, 5, and 7 utilize sloped-plate devices
while Alternatives 2, 3, 4, and 6 utilize flat-plate devices.
Flat-plate devices require direct airside access for baggage tugs to offload bags directly onto the
devices. This limits the linear frontage available to passengers and also creates congestion for
offloading baggage tugs if the devices are spaced closely together.
Sloped-plate devices are fed from infeed belts that are located away from the devices. Bags are
fed to the devices either through the floor or from the ceiling, which is generally more costly than
flat-plate devices. These devices provide additional linear frontage for passengers and alleviate
security concerns by eliminating direct access to the airside. Sloped-plate devices also allow for
flexibility in orientation and location.
Given these benefits, sloped-plate devices are the preferred baggage delivery system.
CBSA Area
Alternatives 1 and 7 relocate and expand the CBSA area to a different location, while the other alternatives
expand the facility around its current location. The preferred CBSA area location will be chosen in concert
with the preferred passenger processing and baggage claim design since this facility requires placement
adjacent to international baggage claim devices.
Master Plan 2037 (DRAFT) Regina International Airport 5-21
Rental Car Counters
Ideally, the rental car counters would be located closer to the baggage claim to improve wayfinding.
Additionally, removing the rental car counters from the ticketing lobby would improve circulation. The
alternatives relocate the rental car counters either near the airline baggage counters and security desk or
near the area currently occupied by CBSA processing. The specific location will be dictated by the
orientation of the international arrivals functions.
Refined Alternatives
The long-list of alternatives, which explored different approaches for expanding and improving the
deficient functional areas, was reviewed and distilled down to create four refined alternatives. These four
alternatives reflect common themes developed during the review of the longlist of alternatives, which
include:
Locating Pre-Board Screening on the south end of the main level is preferable to allow for the
entire second level to function as secure space
Providing contiguous holdroom and a centralized retail/concession core for passengers
Limiting the depth of building expansion toward the apron and/or toward the landside
Providing one more passenger board bridge accessible parking position and holdroom
Operating a sterile arrivals corridor which provides the flexibility to accommodate simultaneous
departures and arrivals on adjacent gates
Utilizing sloped-plate devices in the baggage claim and maintaining swing-device flexibility
Relocating rental car counters to the baggage claim
The four alternatives are presented in graphical form in Figure 5-14 through Figure 5-6Figure 5-17 on the
following pages along with a brief narrative summary highlighting the components of each alternative.
Alternative 1
Alternative 1 is depicted in Figure 5-614. This alternative provides a small building bump out toward the
apron to accommodate growth of the arrivals functions. Key components include:
PBS located on level 1 on the site of the existing administration offices, which would be relocated
to the south
Building expansion toward the apron on the northern end of the building, no deeper than the
pedestal of existing boarding bridge 6, to allow for bridging across the baggage claim to the north
Four co-located sloped-plate baggage claim devices with the ability to operate between two and
four as domestic, depending on demand levels
Two sterile corridors, which allow for the simultaneously enplaning and deplaning of four
international flights as well as the ability to swing between domestic and international operations
This alternative supports future growth by providing northward expansion opportunities that do not
conflict with existing functional areas. It also minimizes operational impacts and limits construction
complexities that would occur when bridging directly across the baggage claim. Airside impacts would be
minimal as only parking position 7 would require relocation away from the building.
Master Plan 2037 (DRAFT) Regina International Airport 5-22
Alternative 2
Alternative 2 is depicted in Figure 5-15. This alternative does not expand the terminal building toward
the apron or toward the landside. Instead this alternative requires a larger expansion toward the north to
accommodate future growth. Key components include:
PBS located on level 1 on the site of the existing administration offices, which would be relocated
to the south
Bridging the baggage claim along the eastern half of the building
Two separate baggage claim areas due to fixed building depth
Two sterile corridors, which allow for the simultaneously enplaning and deplaning of four
international flights as well as the ability to swing between domestic and international operations
Reuse of the existing sterile corridor vertical circulation core down to level 1
This alternative limits impacts to both apron and landside functions. Limiting the depth of the building,
however, creates wayfinding and passenger flow challenges for passengers. This is especially apparent in
the baggage claim area. In addition, bridging the baggage claim is expected to be challenging and costly
due to the architectural and structural design of the existing facility.
Alternative 3
Alternative 3 is depicted in Figure 5-616. This alternative provides a small building bump out toward the
curbside and parking areas to accommodate growth of the arrivals functions. Key components include:
PBS located on level 1 on the site of the existing administration offices, which would be relocated
to the south
Building expansion toward the landside on the northern end of the building by approximately
seven metres to allow for baggage claim expansion
Four co-located sloped-plate baggage claim devices with the ability to operate between two and
four as domestic, depending on demand levels
Two sterile corridors, which allow for the simultaneously enplaning and deplaning of four
international flights as well as the ability to swing between domestic and international operations
Reuse of the existing sterile corridor vertical circulation core down to level 1
This alternative supports future growth by providing northward expansion opportunities that do not
conflict with existing functional areas. Bridging the baggage claim, however, is expected to be challenging
and costly due to the architectural and structural design of the existing facility. Landside impacts would
involve relocating 80 linear metres of curbside and surface parking, which is not compatible with the
increased parking and rental car demands.
Master Plan 2037 (DRAFT) Regina International Airport 5-23
Figure 5-14. ATB Refined Alternative 1
Master Plan 2037 (DRAFT) Regina International Airport 5-24
Figure 5-15. ATB Refined Alternative 2
Master Plan 2037 (DRAFT) Regina International Airport 5-25
Figure 5-16. ATB Refined Alternative 3
Master Plan 2037 (DRAFT) Regina International Airport 5-26
Figure 5-17. ATB Refined Alternative 4
Master Plan 2037 (DRAFT) Regina International Airport 5-27
Alternative 4
Alternative 4 is depicted in Figure 5-617. This alternative is a variation of Alternative 1 involving relocation
of PBS. Key components include:
PBS located on level 2, preserving the administration offices on level 1
Building expansion toward the apron on the northern end of the building, no deeper than the
pedestal of existing boarding bridge 6, to allow for bridging across the baggage claim to the north
Four co-located sloped-plate baggage claim devices with the ability to operate between two and
four as domestic, depending on demand levels
Two sterile corridors, which allow for the simultaneously enplaning and deplaning of four
international flights as well as the ability to swing between domestic and international operations
As with Alternative 1, this alternative supports future growth by providing northward expansion
opportunities that do not conflict with existing functional areas. PBS growth, however, is limited in this
alternative. Airside impacts would be minimal as only parking position 7 would require relocation away
from the building. Passenger flows are less desirable because all passengers enter the secure holdroom
area from the southernmost point in the building. In addition, PBS on level 2 reduces the holdroom
available for Gates 1, 2, and 3.
Evaluation
A summary of the air terminal building long-term alternatives evaluation is provided in the Figure 5-618.
The criteria used to evaluate the preliminary terminal alternatives was refined and reduced to seven
evaluation criteria. These criteria were scored against all four alternatives, with green representing a
better score and red representing a worse score. Alternative 2 scored lowest due to the constraints on
passenger flow and operations imposed by not widening the building. Alternative 3 was not preferred as
the impact of this alternative to the landside functions was deemed more detrimental than the impact to
the airside. Alternative 1 was ultimately preferred over Alternative 4 because of the holdroom and future
expansion limitations of locating PBS on level 2. Phasing Alternative 1 would allow for a final decision to
be made on the location of PBS depending on demand levels and other developments present at that
future time.
Master Plan 2037 (DRAFT) Regina International Airport 5-28
Figure 5-18. Long-Term Alternatives Evaluation
RECOMMENDED PHASING PLAN The recommended ATB phasing plan is divided into three phases. Each phase is divided into a number of
work sequences in order to provide a rough sense of how to proceed through each phase. Phase 1
provides a stopping point during development and is intended to serve the near-term, but Phases 2 and
3 must be completed together.
Phase 1, shown in in Figure 5-619, serves primarily to relocate PBS and expand the existing holdroom. To
meet these goals, the landside concessions on the south side of the building must be removed before PBS
can be relocated. Once PBS is relocated, new landside and secure food and beverage outlets can be
constructed. In the holdroom, the sterile corridor is removed and additional area is provided on the roof
of level 1 between Gates 4 and 6. No changes are made to the main level during this initial phase.
Phase 2, shown in in Figure 5-620, provides steps to relocate PBS to the main level and reconfigure the
second level for expanded holdroom and concessions. The enabling project for PBS relocation is
construction of new administration offices immediately to the south of the terminal building. Work also
begins on the building bump out between Gates 6 and 7 to allow for additional holdroom and baggage
claim. A new inbound baggage room and tunnels are constructed and the first two sloped-plate baggage
claim belts are installed. The building bump out also allows for construction of a new CBSA secondary
screening area.
Phase 3, shown in in Figure 5-621, expands the terminal building to the north to accommodate new
holdroom, boarding bridges, and CBSA primary inspection. Relocation of CBSA primary and secondary
inspection allows for installation of the remaining baggage claim devices. The final step relocates rental
cars to the baggage claim and converts the original space into a food and beverage outlet.
Master Plan 2037 (DRAFT) Regina International Airport 5-29
Figure 5-19. ATB Phase 1
Master Plan 2037 (DRAFT) Regina International Airport 5-30
Figure 5-20. ATB Phase 2
Master Plan 2037 (DRAFT) Regina International Airport 5-31
Figure 5-21. ATB Phase 3
Master Plan 2037 (DRAFT) Regina International Airport 5-32
Master Plan 2037 (DRAFT) Regina International Airport 5-1
Master Plan 2037 (DRAFT) Regina International Airport 6-2
Chapter 6 GROUNDSIDE ACCESS This section describes the facility requirements calculated for the groundside components of the Airport
and the development alternatives to address potential deficiencies. The groundside components consist
of public parking, employee parking, the terminal curbside, airport roadways, and the rental car facilities.
FACILITY REQUIREMENTS The groundside facility requirements are divided into the various groundside components.
Public Parking 2015 data was available to determine the design-demand. In 2015, the average daily occupancy was
highest in February, with 1,187 occupied stalls. The average daily peak occupancy is assumed to be 10%
higher than average daily occupancy, resulting in an average peak occupancy during the peak month to
be 1,310 vehicles. A 5% circulation factor was added to account for drivers’ difficulty finding the last stalls
in a large parking facility. The resulting design-demand for 2015 is 1,380 stalls.
In the past, parking demand has generally increased in direct proportion to the growth in passenger
activity. However, recently at other airports parking has grown at a reduced rate, due to the increased
customer-use of Transportation Network Companies (TNCs – e.g., Uber and Lyft). It is anticipated that
TNCs will be allowed to operate in Regina and that future growth rates in parking demand will be 75% of
the growth in passenger traffic from 2017 to 2022. After 2022, it is assumed that TNCs will likely approach
their full market share and that parking will thereafter grow at 95% of the growth in passenger traffic.
The future public parking program for the conservative, realistic, and optimistic forecasts are shown in
Figure 6-1. The realistic requirements increase from 1,350 spaces in 2017 to 2,370 spaces in 2037.
Figure 6-1. Public Parking Program
Short-Term public parking had a peak-occupancy of 80 vehicles in 2015, which was assumed to decrease
to 70 vehicles in 2016 based on anecdotal information. The Short-Term Public Parking demand is assumed
to grow in direct proportion to the peak-hour passenger forecast. The Short-Term Parking program is
shown in Figure 6-2. It increases to 130 stalls in 2027 and 170 stalls by 2037.
Master Plan 2037 (DRAFT) Regina International Airport 6-3
Figure 6-2. Short-Term Public Parking Program
Employee Parking Occupancy data was not available for the employee parking lot. It is assumed that the lot is 80% occupied
on a typical busy day, based on anecdotal information provided by RAA staff. The employee parking
demand is assumed to increase in proportion to a mix of the annual passenger forecast and the annual
movements forecast. The employee parking program is shown in Figure 6-3. The employee parking
demand is expected to increase to 250 vehicles in 2027 and 320 vehicles in 2037.
Figure 6-3. Employee Parking Program
Terminal Curbside Vehicular traffic volumes for the airport roadways and terminal curbside are not available. The curbside
traffic volumes were calculated by using the current peak-hour passengers (416) and assuming that 52%
of passengers use private vehicles to arrive at the Airport (216 passengers), in accordance with the 2017
passenger profile report. Assuming 1.7 passengers per vehicle (a typical average) results in 127 Airport
vehicle-trips during the peak hour. In accordance with the parking assumptions, 70 vehicles use the Short-
Term Parking Lot and 30 vehicles enter or exit the long-term parking facilities during the peak hour, which
results in 27 vehicles using the curbside.
Master Plan 2037 (DRAFT) Regina International Airport 6-4
An average dwell time of 6 minutes was assumed for private vehicles, which is the same as was observed
at Ottawa MacDonald-Cartier Airport prior to enforcement of active loading/unloading-only. The curbside
program in shown in Figure 6-4. The curbside requirement is currently 50 metres compared to the existing
36 metres. The requirement increases to 110 metres in 2027 and 140 metres in 2037.
Figure 6-4. Terminal Curbside Program
Airport Roadways The Airport roadways are not expected to have any capacity constraints during the planning period.
However, there are several roadway segments that have poor geometry that creates difficult traffic flows
or exhibit poor resiliency. Four deficient areas have been identified as-follows and which are shown in
Figure 6-5.
Rental car access – due to the location of the rental car ready/return lot, exiting customers depart
the Airport via the terminal curbsides, which increases terminal curbside traffic. Similarly, in order
for rental car employees to move returned/dirty vehicles to the Quick-Turn Around (QTA) facility
for washing and fueling, they also must drive through the terminal curbsides, often above the
speed limit.
Intersection of Regina Ave. and Airport Rd. – the frontage road that provides access to the
employee lot, maintenance garage, and taxi queue intersects with Airport Rd. in close proximity
to the intersection with Regina Ave. These closely-spaced intersections result in frequent unsafe
traffic movements.
Airport entrance on Regina Ave. – the primary entrance to the Airport consists of one
lane in both directions. If an accident were to occur on this road, access to the Airport
would be blocked until the accident is cleared, causing passengers to miss flights. This is
an example of poor resiliency. This roadway width is constrained by the bridge structure
over the creek east of Airport property.
Master Plan 2037 (DRAFT) Regina International Airport 6-5
Lewvan Drive Intersection – the intersection geometry of Lewvan Drive and Regina Ave. does not
match the Regina Ave. geometry accessing the Airport (e.g., two left turn lanes from Lewvan Drive
merge into a single lane on Regina Ave.). Additionally, there is pedestrian access on Airport
property and along Regina Ave. east of Lewvan Drive. However, there is not pedestrian access
between the Airport property boundary and Regina Ave. east of Lewvan Drive.
Figure 6-5. Airport Roadway Safety and Resiliency Issues
Rental Car Facilities The rental car facilities are split into three general areas: customer service counters, ready/return parking
lot, and the Quick-Turn Around (QTA).
Customer Service Counters – the requirements for the rental car customer service counters are
shown in Figure 6-6. The area in the ATB allocated to these counters is currently adequate. The
2037 requirement exceeds the current allocation by 30 square metres. While the slight deficiency
may not warrant expansion, ideally the customer service counters would be located in the
baggage claim hall, rather than the check-in hall.
Figure 6-6. Rental Car Customer Service Counter Requirements
Master Plan 2037 (DRAFT) Regina International Airport 6-6
Ready/Return Parking Lot – the requirements for the rental car ready/return parking lot are
shown in Figure 6-7. There are sufficient spaces to accommodate current rental car ready/return
needs. The rental car industry is expected to require an additional 20 parking spaces by 2027 and
an additional 90 parking spaces by 2037.
Figure 6-7. Rental Car Ready/Return Parking Space Requirements
QTA – the current QTA is relatively new and is expected to meet the requirements through at
least 2027, as shown in Figure 6-8. A small expansion to the QTA may be required to meet vehicle
storage demands by 2037.
Figure 6-8. Rental Car QTA Area Requirements
ALTERNATIVES In order to accommodate the deficiencies identified in the requirements analysis, a series of alternatives
were developed and evaluated. These alternatives include expansion and/or construction that occurs in
two phases, with Phase 1 addressing the 2027 requirements and Phase 2 addressing the 2037
requirements. These alternatives have been divided into four families. Each of the alternatives includes
widening the entry and exit road to two lanes in both directions.
Alternative 1 – Expand Existing Facilities Alternative 1 is depicted in Figure 6-9. This alternative primarily consists of maintaining the existing
facilities and expanding the parking lots as-necessary. Key components include:
Constructing a new rental car Ready/Return Lot north of the ATB.
Converting the existing rental car Ready/Return Lot to Short-Term Parking.
Converting the Short-Term Parking Lot to a Curbside facility.
Expanding Economy parking in two phases.
Master Plan 2037 (DRAFT) Regina International Airport 6-7
Expanding the existing Employee Lot as-necessary.
This alternative is low-cost and would be relatively simple to implement. However, this alternative would
reduce customer level-of-service for the short-term parkers and the increased parking capacity is
accommodated in the Economy Lot, which provides low customer service, low-revenue per space, and
high-operational costs (i.e., bussing).
Figure 6-9. Groundside Alternative 1 - Expand Existing Facilities
Alternative 2 – Parking Garage Two parking garage alternatives were developed and evaluated. Alternative 2A is depicted in Figure 6-10
and Alternative 2B is depicted in Figure 6-11. The key element of both alternatives is to construct a parking
garage in the Long-Term Lot across from the terminal. The difference between the two alternatives is
that 2A maintains the existing terminal roadway loop and 2B expands the terminal roadway loop.
An evaluation of these alternatives weighs cost against improved customer service and revenue potential.
Master Plan 2037 (DRAFT) Regina International Airport 6-8
For alternative 2A, the primary components include:
Constructing a parking garage in two phases, that accommodates both rental car ready/return
and Short-Term Parking on Level 1 and Public Parking on Levels 2 and 3.
Converting the Short-Term Parking lot to curbsides.
For Alternative 2B, the primary components include:
Expanding the roadway loop to the north and expanding the curbside, Short-Term Parking, and
Long-Term Parking areas in accordance with the expanded loop.
Construct a 3-level parking garage in Phase 2 that exclusively accommodates public parking.
Alternative 2A places the garage in the preferred location, immediately across from the baggage claim
and ticketing halls. Alternative 2A also has lower costs, due to not including any relocation of roadways.
Alternative 2B includes flexibility regarding the timeframe of when the garage is constructed, as it is not
required until Phase 2. Alternative 2B does not meet the requirements for curbsides and Short-Term
Parking.
Figure 6-10. Groundside Alternative 2A - Phased Parking Garage
Master Plan 2037 (DRAFT) Regina International Airport 6-9
Figure 6-11. Groundside Alternative 2B - Phase 2 Garage
Alternative 3 – Expand Roadway Loop Alternative 3 is depicted in Figure 6-12. This alternative primarily consists of maintaining the existing
Regina Ave. entry/exit point but expanding the roadway loop. This facilitates expansion of the Long-Term
Parking facility. Key components include:
Expanding the Terminal Area roadway loop to the north, which facilitates an extension to the
curbside and to Short-Term Parking.
Developing a new rental car Ready/Return lot parallel to the existing Short-Term Parking Lot.
Expanding Long-Term parking by: (a) converting the remaining area from the existing rental car
Ready/Return Lot to Long-Term Parking in Phase 1, (b) further expanding the lot in Phase 1, and
(c) converting the existing Employee Lot to Public Parking in Phase 2.
Constructing a new Employee Lot in Phase 2.
Expanding the existing Economy Lot as-necessary.
This alternative resolves the terminal-area roadway issues and allows for expansion of the Long-Term lot,
without the costs associated with a parking garage. It also improves customer service for rental cars.
Alternative 3 does not fully meet the curbside requirements.
Master Plan 2037 (DRAFT) Regina International Airport 6-10
Figure 6-12. Groundside Alternative 3 - Terminal Loop Expansion
Alternative 4 – New Loop Road Two alternatives that provide a new Loop Road via the SPMC Hangar site were developed and evaluated.
Alternative 4A is depicted in Figure 6-13 and Alternative 4B is depicted in Figure 6-14. The key element
of both alternatives is to demolish the SPMC Hangar and route a new access roadway through the hangar
site. Buffalo Trail is also extended through the SPMC Hangar site, providing access to a new Employee
Lot, employee access to the rental car lot, and access to the taxi queue. Buffalo Trail is a two-way road to
the rental car Ready/Return Lot. Both alternatives show identical roadway alignments to the north of
Long-Term Parking. Both alternatives also improve access to the south support facilities and the ATB
service dock.
The difference between the two alternatives is that 4A includes extending Sandra Schmirler Way to the
south and west, along the north and west sides of the Economy Parking Lot, so that it provides access to
the facilities along Tutor Drive. Alternative 4B converts the intersection of Regina Ave. and Sandra
Schmirler Way into a roundabout, with Sandra Schmirler Way extending directly south, past the Economy
Lot, and turning west to provide access to the south support facilities.
In both alternatives, the terminal roadway loop is separated from non-Terminal traffic. This improves
wayfinding for customers. Also, rental car employee traffic is moved to Buffalo Trail, which allows for
Master Plan 2037 (DRAFT) Regina International Airport 6-11
direct movement of vehicles between the Ready/Return Lot and the QTA, which decreases traffic in the
terminal area.
Alternative 4A is lower cost, while Alternative 4B creates a large loop area ideal for commercial
development. Alternative 4B is further complicated because it requires that the outbound road is two-
ways, providing access to the South support sites and Economy Parking without the employees driving
through the ATB area.
Figure 6-13. Groundside Alternative 4A – New Roadway Loop Through SPMC Hangar Site
Master Plan 2037 (DRAFT) Regina International Airport 6-12
Figure 6-14. Groundside Alternative 4B - New Roadway Loop Through SPMC Hangar Site and Modified Access to Southern Support Area
Evaluation A summary of the groundside alternatives evaluation is provided in the Table 6-1. Seven evaluation
criteria were scored for each alternative, with red representing a poor score and green representing a
positive score. Alternative 2 – Parking Garage, was deemed financially infeasible and the roadway
alignment in Alternative 3 was not preferred. It was recommended that a phased approach would allow
for flexibility. A variation of Alternative 1, phasing in a variation of Alternative 4A, and eventually phasing
into a variation of Alternative 4B were recommended.
Table 6-1. Evaluation of Groundside Alternatives
Master Plan 2037 (DRAFT) Regina International Airport 6-13
Master Plan 2037 (DRAFT) Regina International Airport 7-1
Chapter 7 – SUPPORT FACILITIES The two key support facilities requiring consideration for the Master Plan are the Airport Traffic Control
Tower (ATCT) and the Maintenance and Support facilities.
AIR TRAFFIC CONTROL TOWER (ATCT) The ATCT at the Airport is the oldest operational tower in Canada. As such, the facility does not comply
with several standards leading to NavCanada emphasizing the need for a new tower. The Flight Service
Station (FSS) facility is also old and in need of replacement. Ideally, the FSS and ATCT would be co-located.
The Air Traffic Control Tower is a project that would be undertaken and funded by Nav Canada.
Nevertheless, the RAA should preserve the requisite land for the new tower. As part of the Master Plan,
five sites for a new NavCanada facility were evaluated in consultation with Nav Canada personnel. The
five sites are identified in Figure 7-1 and are described as-follows:
Site A – Current Site. Update the existing ATCT.
Site B – Expanded ATB. A new ATCT on top of a northward expansion of the ATB.
Site C – Taxiway C. A new stand-alone ATCT on a site near Apron Position 14 and Taxiway C, but
which would allow for an eventual terminal/concourse extension.
Site D – Midfield. A new stand-alone ATCT on a site in the midfield.
Site E – South Field. A new stand-alone ATCT on a site south of Runway 08-26.
Master Plan 2037 (DRAFT) Regina International Airport 7-2
Figure 7-1. Potential ATCT Locations
A summary of the evaluation of the five potential ATCT sites is provided in Table 7-1. Six evaluation criteria
were identified and evaluated on a five-scale basis, with green meeting the criteria and red not meeting
the criteria.
Alternative A is considered infeasible both financially and functionally.
Alternative B has improved site-lines and provides excellent convenience for employees with the
ATB amenities. However, if the ATB expansion were to have an integrated ATCT, it would require
careful coordination with NavCanada and a cost-sharing agreement. Additionally, given the
relatively-small proposed ATB expansion, co-location of the FSS is likely not possible.
Alternative C has the best site-lines. It also allows NavCanada to develop the site in full
compliance with their standards and expectations, without a cost-sharing agreement with RAA.
Costs to the RAA would be limited to the extension of utilities and roads from the terminal-area.
Alternative D has good site-lines and it would allow NavCanada to develop the site in accordance
with their standards. However, Site D is within the protected Ramp Radar perimeter, which would
require a waiver for facility construction.
Alternative E has poor site-lines and would require extensive site work to extend utilities.
Master Plan 2037 (DRAFT) Regina International Airport 7-3
As a result of this evaluation, Site C is the preferred site. Given that the new ATCT project will be
undertaken and funded by Nav Canada, the precise timing will be determined after further consultation
with Nav Canada occurs.
Table 7-1. Evaluation of ATCT Sites
MAINTENANCE AND SUPPORT FACILITIES Maintenance and support has five elements: the Firehall, ATB and Building Maintenance, Snow Removal
Equipment, Airfield Maintenance and Wildlife Management, and Grounds keeping. The personnel for
each of these functions, except the Firehall, currently report to the Maintenance Garage. However,
several building maintenance workshops are currently located in the ATB. Most ATB and Building
Maintenance personnel spend the majority of their time in the ATB facilities after reporting to the
Maintenance Garage. The existing Firehall and Maintenance Garage were both recently renovated to
extend the life of the facilities.
Several Canadian Airports have recently constructed Combined Services Buildings (CSB), in which each of
the five maintenance/support operations are housed in a single consolidated building. The extensive
building spans required and unique utilities requirements for several of these operations, can make a CSB
an efficient facility compared to having separate facilities. However, each of the five
maintenance/support operations have different location needs, which may not make a CSB practical.
As part of the Master Plan, five potential maintenance facility sites were evaluated. The sites are
identified in Figure 7-2 and are described as-follows:
Site A – Current Site. Update the existing facilities or build new on-site.
Master Plan 2037 (DRAFT) Regina International Airport 7-4
Site B – Taxiway C South. Construct a new site, whether it be a CSB or a new maintenance garage,
south of Taxiway C, and between Apron Position 14 and Apron 4.
Site C – Near Apron 2. Construct a new site, whether it be a CSB or a new maintenance garage,
near Apron 2, the fuel farm, and MTF-G.
Site D – Taxiway C North. Construct a new site, whether it be a CSB or a new maintenance garage,
north of Taxiway C, and between the proposed CDF site and Apron 5.
Site E – Midfield. Construct a new CDF on a site in the midfield.
Figure 7-2. Potential Maintenance Facility Site Locations
A summary of the evaluation of the five potential maintenance facility sites is provided in Table 7-2. Five
evaluation criteria were identified and evaluated on a five-scale basis, with green meeting the criteria and
red not meeting the criteria.
Alternative A precludes the preferred Ground Alternative 4 for the roadways, resulting in a low
rating for “opportunity cost”.
Alternative B provides ample space for co-location, provides relatively convenient access to the
ATB, and would be relatively easy to implement due to proximity to roadways and utilities. It
would consume valuable terminal-area real estate.
Alternative C is located reasonably close to the ATB and is centrally located, but it is in a congested
area and it may not accommodate a CSB.
Alternative D is located relatively further away from the ATB and terminal area. However, the
area is conducive to the facility and the site provides ample space for a CSB.
Master Plan 2037 (DRAFT) Regina International Airport 7-5
Alternative E is remotely located for Building Maintenance and Grounds Keeping personnel. This
site is also within the protected Ramp Radar perimeter, requiring a waiver for development.
As a result of this evaluation, Site B is the preferred alternative. The development of a CSB is also
recommended due to the condition of both the Maintenance Garage and Firehall. It is also recommended
that Site D be preserved as an alternative CSB site, in case a higher and better use for Site B is identified
in the next 10 years.
Table 7-2. Evaluation of Maintenance and Support Sites
Master Plan 2037 (DRAFT) Regina International Airport 7-6
Master Plan 2037 (DRAFT) Regina International Airport 7-7
Master Plan 2037 (DRAFT) Regina International Airport 8-1
Chapter 8 – COMMERCIAL DEVELOPMENT In an effort to increase non-aeronautical revenues, the Airport would like to improve opportunities for
commercial development on Airport property. The Master Plan focused on three elements: a hotel site,
a gas station site, and inclusion of a recent commercial development feasibility and market study.
HOTEL Recent studies have indicated that there is a market for at least one on-Airport hotel. Six potential hotel
sites were identified and evaluated. These sites are shown in Figure 8-1 and are as-follows:
Site A – Atop ATB Expansion. Constructed in conjunction with and on top of the ATB expansion.
Site B – Adjacent to ATB Expansion. A stand-alone hotel constructed adjacent to the ATB.
Site C – Long-Term Parking. Constructed in the existing Long-Term Parking Lot, likely on the
South side.
Site D – Overflow Parking. Constructed on the site of the Overflow Parking Lot.
Site E – In Expanded Loop. In the expanded roadway loop that is proposed in Groundside
Alternative 4 that is east of the Long-Term Parking Lot.
Site F – Along Access Road. Adjacent to the Airport access road.
Figure 8-1. Potential Hotel Sites
Master Plan 2037 (DRAFT) Regina International Airport 8-2
A summary of the evaluation of the potential hotel sites is provided in Table 8-1. Three evaluation criteria
were identified and evaluated on a five-scale basis, with green meeting the criteria and red not meeting
the criteria.
Alternative A is viewed as an ideal location, but the likely ATB expansion footprint is smaller than
is necessary for a hotel.
Alternative B would block any future ATB expansion to the north.
Alternative C would provide excellent customer service (short walk across the parking lot), but it
would require replacement of public parking at a further location.
Alternative D is heavily constrained and in a somewhat industrial part of the Airport.
Alternative E provides an opportunity for an architectural gateway to the Airport; however, it does
require longer walking distances and may require a shuttle.
Alternative F would require a shuttle, but has little impact on development plans and does not
have site constraints.
In conjunction with the preference of Groundside Alternative 4, Hotel Alternative Site E is the preferred
hotel site. It is also recommended that Airport personnel be prepared to offer Site C as an alternative site
to any hotel concessionaire, in the case that the concessionaire is not comfortable with the relatively long
walking distance to Site E. Site F should also be preserved for a hotel site for an eventual second on-
Airport hotel.
Table 8-1. Evaluation of Potential Hotel Sites
Master Plan 2037 (DRAFT) Regina International Airport 8-3
GAS STATION AND CONVENIENCE STORE There are many success stories for on-Airport gas stations/convenience stores. Given that there is not a
gas station in immediate proximity to the Lewvan Drive intersection, it is recommended that RAA develop
a site for a gas station. The convenience store will also be most successful if the Cell Lot and any
commercial vehicle hold lots are located adjacent to the convenience store. Five potential hotel sites
were identified and evaluated. These sites are shown in Figure 8-2 and are as-follows:
Site A – East of Cell Lot. North of Regina Avenue, between Cell Lot and Sandra Schmirler Way.
Site B – West of Cell Lot. North of Regina Avenue, between the Cell Lot and Airport Road.
Site C – Inside Loop. Inside the ATB roadway loop, with direct access (from the left lanes) from
both the inbound and outbound roads.
Site D – Economy Lot. Located on the northwest corner of the Economy Parking Lot, on the corner
of Regina Avenue and Tutor Drive.
Site E – Adjacent to Rental Cars. Located along the inbound roadway.
Figure 8-2. Potential Sites for a Gas Station and Convenience Store
A summary of the evaluation of the potential gas station/convenience store sites is provided in Table 8-2.
Four evaluation criteria were identified and evaluated on a five-scale basis, with green meeting the criteria
and red not meeting the criteria. Typically, the main users of an on-Airport gas station are (1) rental car
customers returning their vehicles, followed by (2) arriving passengers leaving the Airport and heading to
their home, and (3) employees. The ideal location would provide convenient access to all three groups.
Master Plan 2037 (DRAFT) Regina International Airport 8-4
Alternative A provides excellent access to inbound vehicles, but outbound vehicles would have to
turn left across inbound traffic. This location provides ample area for development.
Alternative B conflicts with the preferred Groundside Alternative 4 roadway.
Alternative C provides good access to both inbound and outbound vehicles (albeit via left-side
driveways). This site would serve as the gateway to the Airport, requiring aesthetic quality.
Alternative D is inconvenient for inbound traffic, reduces parking capacity, and development
would be limited by future development.
Alternative E does not provide sufficient area for development or, with the expanded roadway
loop in Groundside Alternative 4, this area is needed for Long-Term Parking. It also provides poor
access to outbound traffic.
Alternatives A and C are recognized as the preferred sites for a gas station and convenience store.
Table 8-2. Evaluation of Potential Gas Station / Convenience Store Sites
FEASIBILITY AND MARKET STUDY In late-2018, the RAA completed a Real Estate and Economic Development Strategy. The Master Plan is
in alignment with this study. Figure 8-3 shows the type of development recommended by the study.
Figure 8-4 shows the time-frame in which the development is recommended to occur.
Master Plan 2037 (DRAFT) Regina International Airport 8-5
Figure 8-3. Recommended Development Zones for Airport Property
Figure 8-4. Recommended Timeframe for Airport Land Development
Source: Real Estate & Economic Development Strategy, MXD Development Strategists, March 2018
Source: Real Estate & Economic Development Strategy, MXD Development Strategists, March 2018
Master Plan 2037 (DRAFT) Regina International Airport 8-6
Master Plan 2037 (DRAFT) Regina International Airport 9-1
Chapter 9 - ENVIRONMENTAL CONSIDERATIONS This chapter consists of three components: (a) the Noise Exposure Forecast, (b) the known
environmental issues at the Airport, and (c) a review of the environmental policies and procedures at
the Airport
NOISE EXPOSURE FORECAST (NEF) The Noise Exposure Forecast (NEF) system is the officially recognized metric used in Canada for assessing
perceived noise levels at airports. It was designed to encourage compatible land uses in the vicinity of
airports, and to predict human annoyance to airport operations within noise zones.
The NEF calculates the sound generated by individual aircraft type and mix expected to operate at the
Airport and adjusts for the number of forecast operations. The NEF also takes into account runway usage
and configuration (i.e. orientation) as well as flights times. Due to the higher social impacts of nighttime
noise, aircraft movements at night have 16.7 times the impact of daytime movements.
Noise Contours The Transport Canada NEFCalc v2.0.6 model was used to calculate NEF levels and generate noise contours
that delineate perceived noise levels around the Airport. These contours designate areas of equal noise
exposure and thereby provide information to assist in planning for compatible land uses. The computer-
generated result is a compendium of factors, so it cannot be directly related to measured noise.
Generally, several contours are generated to delineate areas of individual noise ranges (greater than NEF
40, NEF 35-40, NEF 30-35, NEF 25-30). At extended distances from aircraft flight paths, ambient noise
levels typically dominate.
Noise and Land Use Noise contours, in conjunction with a set of guidelines, are to be used to encourage compatible land use
in the vicinity of the Airport. The Design Regina, Official Community Plan (OCP) Schedule “A” to Bylaw No.
2013-48 (last amended December 14, 2016) has several goals within Section D9 Health and Safety
regarding Special Policy Areas related to aircraft noise from Regina International Airport. Specifically, they
are as-follows:
11.14.1 Apply noise attenuation standards to new residential development in the area between
25 and 30 NOISE EXPOSURE FORECAST in accordance with the Zoning Bylaw;
11.14.2 Prohibit residential land use within the 30 NOISE EXPOSURE FORECAST contour;
In addition to the overarching goals noted above, Part B B.14 of the Regina OCP for the Westerra
Neighbourhood Plan has several policies regarding aircraft noise at Regina International Airport:
2.3.2 (b) Residential development shall not be permitted on those lands contained within the
Noise Exposure Forecast contour of 30 or greater as outlined on Figure 8: NEF Contours and Height
Limitations.
2.3.2 (c) Residential building construction within the 25-30 NEF contours must comply with all
applicable Federal and Provincial regulations regarding noise attenuation.
Master Plan 2037 (DRAFT) Regina International Airport 9-2
2.3.2 (f) Permanent or temporary development of lands in Westerra should consider all applicable
provisions of Land Use in the Vicinity of Airport Guidelines as published by Transport Canada.
The Transport Canada guidelines, Land Use in the Vicinity of Airports (TP 1247E Aviation, 2013/2014),
provide community response predictions by noise contour ranges, which are summarized in Table 9-1.
Transport Canada recommends that no new noise sensitive land uses be permitted above NEF 25.
Table 9-1. Transport Canada's Community Response Predictions
NEF Level Response Prediction25
Over NEF 40 Repeated and vigorous individual complaints are likely. Concerted
group and legal action might be expected.
NEF 35-40 Individual complaints may be vigorous. Possible group action and
appeals to authorities.
NEF 30-35 Sporadic to repeated individual complaints. Group action is possible.
Below NEF 30 Sporadic complaints may occur. Noise may interfere occasionally with
certain activities of the resident.
Adoption of Noise Contours for Long-Term Planning Two sets of noise contours were developed for this master plan: a Noise Exposure Forecast for 2017 and
a Noise Exposure Projection (NEP) for 2037. The 2017 Noise Exposure Forecast was developed using the
2017 historical peak planning day’s level of activity with a distribution of aircraft types, destinations, and
flight paths based on annual average activities for the 12-month period between June 2016 and May 2017.
The 2017 noise exposure contours are shown in Figure 9-1.
A Noise Exposure Projection was developed for 2037 using the “Most Likely” forecast of annual aircraft
activity at YQR in 2037 as well as projections of forecast peak day activity in 2037 (Most Likely scenario).
It was assumed that the distribution of arrival and departure paths in 2037 would be broadly similar to
those patterns observed in 2017. Assumptions were made regarding the type of aircraft in service in 2037
to reflect expected fleet changes and new technologies in the industry in 20 years’ time. It is assumed
that, given advances in latest-generation commercial aircraft and engine design, that these new-
generation aircraft will be quieter than the aircraft they replace.26 However, the NEFCal database does
not contain information on the exact noise emissions of these either recently in service or yet to be
introduced aircraft, proxy aircraft were used to estimate the assumed reduction in noise emissions.27 As
these proxy aircraft choices are based on professional judgement, the NEP in 2037 remains a best-
estimate of potential noise exposure given changes in technology. The 2037 projection of noise exposure
contours are shown in Figure 9-2.
The resulting smaller community exposure of the 2037 NEP NEFs is directly attributable to the assumed
change in aircraft technology (through the use of proxy aircraft). As this reduction on forecast noise
25 Source: Transport Canada, TP 1247 - Aviation - Land Use in the Vicinity of Aerodromes, Part IV – Aircraft Noise 26 For example, the Embraer E-175/195, Boeing 737NG (-600, -700, and -800), and Airbus A320ceo aircraft types. 27 In general, the proxy aircraft chosen were quieter than those they replaced in the 2017 simulation, e.g., substituting a 737-700 for a 737MAX8, with the -700 having a smaller noise emission footprint than an existing 737-800.
Master Plan 2037 (DRAFT) Regina International Airport 9-3
exposure is based on assumptions, it is recommended that the existing 2024 NEP (developed in 2007) be
retained for land use planning purposes. As a result, the NEF contours shown in Zoning Maps in Section
19 of the Regina Zoning Bylaws and Figure 8: NEF Contours and Height Limitations in the Regina OCP –
Part B Part B.14 will remain the same. While it is most likely that by 2037 the community noise exposure
at the Airport will be smaller than in 2017, there is still much uncertainty over how community noise
perception will change in response to new aircraft and engine technologies. Therefore, to provide the
greatest level of protection to the community in terms of noise exposure it is recommended that the 2007
NEP for 2024 be retained for planning purposes.
Figure 9-1. Noise Exposure Forecast for 2017 Aircraft Movements
Master Plan 2037 (DRAFT) Regina International Airport 9-4
Figure 9-2. Noise Exposure Projection for 2037 Aircraft Movements
KNOWN ENVIRONMENTAL ISSUES The only specific environmental concern identified during the master plan review included Per and poly-fluoroalkyl substances (PFAS). Common applications of PFAS include fire-fighting foams like those commonly used at airports. New guidelines are emerging from federally regulated sites to characterize and delineate potential PFAS soil- and groundwater-contamination.
ENVIRONMENTAL POLICY AND PROCEDURES REVIEW
Overview RAA is committed to managing and operating the Regina International Airport in a safe, secure, efficient, commercially viable and environmentally responsible manner. Through the continued development, implementation, and operation of an environmental management system RAA will strive to continually improve its environmental performance.
The following sections describe the RAA’s Environmental Policy, Environmental Management System (EMS), Environmental Programs and Environmental Review Process.
Master Plan 2037 (DRAFT) Regina International Airport 9-5
Environmental Policy The Regina Airport Authority (RAA), understands the importance of balancing airport operations, future growth and development with the natural environment. The RAA is committed to minimizing the environmental footprint of our activities, while ensuring that operations are conducted in a safe and secure manner. As the primary air access gateway to southern Saskatchewan it is vital that we do our part for future generations, while balancing the need to grow the airport for the betterment and vibrancy of the region.
Our commitment to the environment:
• Minimize pollutant discharge into receiving waters and routinely test water quality.
• Reduce waste generated through refinement to operations.
• Reduce usage of electricity and natural gas through strategic investments.
• Maintain an active spill response program.
• Actively promote recycling with our customers and tenants.
• Meet or exceed all applicable environmental legislation.
• Monitor our carbon footprint and include carbon reduction initiatives in our future plans.
• Raise awareness of on-airport environmental initiatives with stakeholders and tenants.
• Integrate environmental considerations into airport planning, operations and development activities.
• Screen all capital projects and implement mitigation measures as required.
• Work closely with The City of Regina on matters of mutual environmental concern.
• Report the airport’s environmental performance to the local community.
• Communicate and promote environmental responsibility among our team members, customers, partners, suppliers and other stakeholders.
• Actively participate with the Canadian Airports Council on nationwide environmental initiatives for airports.
Environmental Management System Policy Manual The RAA has designed an Environmental Management System (EMS) Policy Manual that guides the RAA in the operation of its facilities. RAA’s EMS applies to all services, operations, activities and facilities under RAA’s control, but not contractors working for or on behalf of RAA. For tenants, potential environmental risks will be managed under RAA’s Tenant Management Program. RAA will ensure its tenants are aware of their Environmental Policy and Tenant Management Program.
For the purposes of RAA’s EMS, activities have been divided into four areas: Airport Facilities, Airport Operations, Airport Safety and Fire Services, and Common Elements, as follows:
Master Plan 2037 (DRAFT) Regina International Airport 9-6
Airport Facilities: Responsible for the operation and maintenance of RAA-owned facilities and equipment, as well as the acquisition of lands. Includes the management of non-hazardous, hazardous and international waste storage and disposal, operations and maintenance of heating and cooling equipment and storage tank systems.
Airport Operations: Responsible for the management of the glycol sewer collection system, outdoor grounds, parking lots, wildlife control, vehicle maintenance and fueling, and tenant activities.
Airport Safety and Fire Services: Responsible for responding to fires and other emergencies at the Airport. Also, responsible for the operation and maintenance of the Fire Training Center and emergency vehicles and for wildlife control outside Airport Operations hours.
Common Elements: Includes those aspects common to each operational area, such as energy use, paper use, sanitary sewage generation activities, disposal of waste, cleaning, and food intake.
Environmental Management System Overview As part of the EMS, RAA defines a process to:
Identify, evaluate and regularly review the environmental aspects (interactions with the environment) and environmental impacts associated with RAA’s activities, operations and services which it directly controls or has influence over.
Ensure RAA personnel are aware, have access to, and review applicable environmental legislation and other requirements, as they apply to RAA’s operations.
Set environmental objectives and targets that manage and monitor the impacts of RAA’s significant aspects with the goal of improving environmental performance.
Identify resources, roles, responsibilities and authorities of the key people within RAA to ensure the development, implementation and maintenance of the EMS.
Ensure RAA employees who have the potential to cause environmental impacts are made aware of the importance of conforming to the EMS and are appropriately trained and competent to conduct their daily activities in a manner that prevents negative environmental impacts to the environment. This element applies to environmentally related training only, not to training related to equipment or job-specific operations.
Provide a framework for communicating relevant information related to the EMS with internal and external parties.
Ensure EMS documents are controlled, identifiable, locatable, accessible and kept current.
Ensure that programs and procedures are in place to control situations where their absence could lead to a deviation from environmental legal and other requirements, or result in an environmental impact.
Monitor the environmental performance of RAA’s activities.
Evaluate environmental compliance with legal and other requirements applicable to RAA’s operations and activities.
Identify, investigate, correct and prevent non-conformances and non-compliances.
Ensure EMS records are maintained, legible, identifiable, locatable and protected.
Conduct internal audits at planned intervals to determine if RAA’s EMS conforms to planned arrangements and has been properly implemented and maintained.
Conduct a review of RAA’s EMS with the Environmental Committee to evaluate the system’s continuing suitability, adequacy and effectiveness.
Master Plan 2037 (DRAFT) Regina International Airport 9-7
Environmental Programs Responsible environmental practice employs planning tools and operational procedures to minimize potential negative environmental impacts that might otherwise arise from aircraft operations, land use activities or developments. The following summarizes key environmental programs that have been or will be put in place as a result of the adoption of the EMS. These programs support managing environmental issues raised during the Master Plan Review.
Water Sampling
The RAA developed a water sampling program in 2001, which identified on-Airport locations for additional sampling stations. As part of RAA’s environmental due diligence undertakings, water sampling activities will take place, when required, through the utilization of the Airport’s water sampling stations.
This program applies to sanitary and stormwater discharges from RAA’s property and operations, including tenant operations conducted on property managed by RAA. RAA’s fire training area is designed to capture wastewater effluent by directing runoff to sump pits that are manually pumped out for disposal, or by allowing water to evaporate from the area.
The objective of the program is to monitor effluent streams from RAA’s property for the presence of potential contaminants, to track background levels of parameters in effluent, and to monitor compliance with relevant regulatory requirements. The program includes sampling surface water for numerous parameters including glycol.
Tenant Management
The RAA recognizes that tenant activities occurring on property have the potential to pose environmental,
as well as associated legal and financial risks to RAA. As such, this program aims to address potential risks
posed to the RAA by tenant operations and activities on property managed by RAA.
The program includes formal procedures for regularly evaluating tenant activities using a combination of
desktop screening level assessments and on-site inspections, as well as the development of operating
guidelines related to tenant activities, outlining minimum standards required by RAA related to
management of potential environmental risks.
Hazardous Material Management
RAA staff receive, handle and store hazardous materials such as paints, chiller and boiler water treatment chemicals, pesticides, explosives, and petroleum products, as well as compressed gases. The RAA recognizes that the storage and use of hazardous materials on RAA property has the potential to impact the environment, depending on how such materials are handled. As such, RAA has implemented this program related to the management of hazardous materials under the control of RAA on airport property. This program includes formal procedures for the management of hazardous materials, including on-site storage and handling requirements, labelling, worker training, and disposal of residual hazardous materials, as required, for the Regina Airport Authority. The program includes maintaining a Hazardous Materials Inventory. The products to be inventoried include various hazardous materials, ozone-depleting substances, greenhouse gases, PCBs and asbestos. Where appropriate, the inventory will ensure that these substances are removed or their presence phased out from the airport property.
Halocarbon Management
The RAA owns and operates halocarbon containing equipment, including air-conditioning units, chillers
and a fire suppression system. The RAA recognizes the presence of halocarbons in RAA owned and/or
operated equipment has the potential to impact the environment if released. As such, this program aims
Master Plan 2037 (DRAFT) Regina International Airport 9-8
to manage the use of halocarbons and the associated equipment throughout its lifecycle (purchasing,
installation, operation and disposal) to prevent such releases.
The program includes formal procedures for the management of halocarbons, including the purchasing,
handling and use of halocarbons, leak testing, release reporting and record keeping, with the goal of
minimizing potential impacts from halocarbon releases to the natural environment.
This program applies to all halocarbon containing equipment owned and/or operated by RAA, including
air-conditioning units and chillers, located on RAA property. The program does not apply to halocarbon
containing equipment owned by tenants occupying RAA property and/or facilities.
The objective of the program is to ensure that regulatory requirements related to the use of halocarbons
are followed and processes are in place to prevent releases of halocarbons to the natural environment.
Storage Tank Management
The RAA stores petroleum products in storage tank systems on Airport property, for use in Airport
operations. The RAA recognizes that activities related to storage tank systems have the potential to pose
environmental, as well as associated legal and financial risks to the organization. As such, this program
aims to address potential risks through the use and management of petroleum storage tank systems.
The program includes procedures for the management of petroleum storage tank systems, including
installation, registration, labelling, inspections, use, worker training, and decommissioning of tanks for the
Regina Airport Authority. This program applies to petroleum storage tank systems on RAA property and
under the charge and control the Regina Airport Authority on RAA property.
The objective of the program is to ensure that regulatory requirements are followed related to petroleum
storage tank systems in use by RAA, including requirements related to storage, labelling, use, and
employee training. The goal of the program is to prevent and / or minimize potential impact from
petroleum products on the surrounding environment.
Audit Program
RAA personnel will conduct annual tenant audits to determine the effectiveness of tenant environmental systems and to ensure compliance with environmental legislation. An external firm will perform audits of the entire airport site and RAA facilities to evaluate the EMS, the environmental quality of the site, and the fulfilment of legal requirements.
Wildlife Management
Incidents between wildlife and aircraft, including strikes and near misses, can be a serious safety concern. Although there are relatively few wildlife incidents at the airport, the RAA is determined to remain vigilant and minimize aircraft/wildlife conflicts in the most environmentally sensitive manner possible.
The RAA operates a wildlife management plan that integrates habitat modification, land use planning, dispersal methods, exclusion methods, use of firearms personnel, policy, procedures and removal methods. Identified problem species are targeted and dealt with using the most effective techniques for the species in question. The RAA also takes care to warn flight crews about potential wildlife hazards, records and reports all wildlife incidents, and ensures that wildlife control personnel are available 24 hours a day, seven days a week.
Master Plan 2037 (DRAFT) Regina International Airport 9-9
Environmental Air Quality Monitoring
Given the relatively low number of aircraft movements at the Airport and minimal amount of ground
vehicle traffic, airport operations likely have no significant impact upon local air quality. It is therefore
unnecessary to implement an air quality monitoring program. As air traffic increases over the longer-term,
however, the RAA may initiate air quality studies to determine the effect airport operations have on the
local atmosphere.
Contaminated Sites
Prior to the transfer of airport operations to the RAA, the site was subjected to a full environmental audit
to identify prevailing environmental conditions at the airport. The 1998 Regina Airport Environmental
Baseline Study found that the site possessed few areas of environmental concern. Of the few areas
identified, environmental risks were considered to be limited and remedial measures were not
recommended or undertaken. The RAA is aware of the condition of these areas and continues to monitor
the entire airport site to avoid future contamination. The RAA continues to use the results of this study,
along with historical data, as a record of past soil contamination. This information is considered during
the planning of all airport projects and operations.
Environmental Review Process The RAA reviews all airport projects to ascertain their potential environmental impacts. The Environmental Review Process considers the biological, physical, and social impacts of all projects, and involves the preparation of an Environmental Review Report by airport personnel before a project is authorized to proceed. The Canadian Environmental Assessment Act (CEAA) is used as a guide for all environmental assessments.
As required in the EMS environmental aspects and impacts associated with activities, products and/or services within RAA’s control, are identified/reviewed, whether adverse or beneficial. In identifying/reviewing environmental aspects, consideration is given to the inputs and outputs (both intended and unintended) associated with:
Current and relevant-past activities;
Products and services;
Planned or new developments;
New or modified activities, products and services;
Normal and abnormal operating conditions;
Shut-down and start-up conditions; and
Reasonably foreseeable emergency situations. The significance of environmental aspects are evaluated by the Manager of Environment, or designate, using a Procedure for Environmental Aspect and Impact Identification and Determination of Significance.
A list of RAA’s environmental aspects and impacts is documented and maintained by the Manager of Environment or designate.
Master Plan 2037 (DRAFT) Regina International Airport 9-10
Master Plan 2037 (DRAFT) Regina International Airport 10-1
Chapter 10 – UTILITIES
This section describes the on-Airport utilities and what is required for future utility needs at the Airport.
The existing utility lines for the entire Airport property is shown in Figure 10-1. The utility network near
the ATB are complex and are shown in Figure 10-2.
POTABLE WATER DISTRIBUTION Potable water is currently provided by the City of Regina water distribution network, serviced to the
Airport facilities by a 250 mm diameter water main on Regina Avenue, and a 300 mm diameter water
main on Sandra Schmirler Way.
In 2011, a new trunk water main was installed from Lewvan Drive to service the Global Transportation
Hub (GTH) located on the west side of the city. This new trunk water main runs along the east and north
sides of the Airport property and varies in size from 600 mm to 900 mm in diameter. New connections to
this trunk water main have been installed on Sandra Schmirler Way, and on the north side of the Airport
property. These new connections have provided additional servicing to the north area of the Airport
property, and most likely increased the service pressure of the existing Airport water distribution network.
There is access to the trunk water main in the north area of the Airport property, however, the trunk
water main is not readily accessible to property south of Runway 08-26. If this area is developed, there is
potential to service it from a 600 mm diameter water main on Parliament Avenue in the Harbour Landing
Subdivision. Discussions with the City of Regina would be required at the time of any development to
determine the feasibility of servicing from this water main. The undeveloped area immediately south of
the Airport property is currently under application to the City of Regina for development by the current
land owners, which may have an impact on potential water service. The City of Regina Water Master Plan
is currently in development and may develop strategies to guide servicing improvements to support
Airport development and other growth areas.
Much of the existing water infrastructure is 60 to 80 years old. As a result, improvements may be required
as the infrastructure continues to age. The existing water network loop servicing the Air Terminal Building
has varying pipe sizes, from 150 mm up to 250 mm diameter. Increasing the 150 mm and 200 mm
diameter pipes to 250 mm diameter for consistency could potentially provide better service levels and
fire flow capacity.
The Air Terminal Building is serviced by two 150 mm diameter water service pipes located near the north
end of the building. Providing a second service connection for redundancy near the south end of the
building may be beneficial in case the existing service connections ever fail.
WASTEWATER COLLECTION Wastewater is currently collected by a series of underground sewer pipes connecting to the City of Regina
wastewater collection system. Wastewater is conveyed from the Airport property to a 1,350 mm diameter
City of Regina owned gravity trunk sewer flowing from Regina Avenue north along Sandra Schmirler Way,
then northwest through the Airport property to 13th Avenue, and ultimately to the City of Regina
wastewater treatment plant on the west side of the city.
Master Plan 2037 (DRAFT) Regina International Airport 10-2
It is anticipated that this trunk sewer will have sufficient additional capacity to service future development
on the Airport property. Discussions with the City of Regina would be required at the time of any future
development to determine the feasibility of servicing from this trunk sewer. If there is limited capacity,
on-site storage facilities, or an alternate conveyance to the wastewater treatment plant may be necessary
to accommodate future development. The City of Regina Wastewater Master Plan is currently in
development and may identify downstream capacity upgrades.
There is access to the trunk sewer in the north area of the Airport property, however, the trunk sewer is
not readily accessible to property south of Runway 08-26. If this area is developed, wastewater may need
to be conveyed to the trunk sewer by a series of sanitary sewer mains if there is capacity. The undeveloped
area immediately south of the Airport property is currently under application to the City of Regina for
development by the current land owners, which may have an impact on potential wastewater service.
Much of the existing sanitary sewer infrastructure is around 60 years old. Improvements may be required
as the infrastructure continues to age. A closed-circuit television (CCTV) program to evaluate and prioritize
improvement efforts may be beneficial.
STORM WATER COLLECTION Storm water is currently collected and conveyed to Wascana Creek by a system of underground sewer
pipes and overland flow through ditches and culverts. Wascana Creek is located adjacent to the northeast
Airport property boundary, flowing to the northwest.
It is anticipated that any future Airport development will utilize similar storm water collection and
conveyance infrastructure, avoiding the necessity to connect to City of Regina infrastructure. Storm water
detention ponds and engineered wetlands may be incorporated to mitigate the impact of large storm
events on downstream property and improve water quality.
As further development continues, capacity of existing storm sewer infrastructure may need to be
evaluated. A storm water management plan that includes strategically directing overland flow to Wascana
Creek may be beneficial to allow development of additional areas.
A ditch could be constructed in the slough west of Runway 13-31 to improve drainage. Although the slough
is outside the Airport perimeter fence, it is within the Airport property, and could open up additional land
for development.
ELECTRICAL DISTRIBUTION Electrical power to the Airport facilities is currently provided by SaskPower. The Air Terminal Building has
a backup generator for emergency power.28 A diesel generator, located in the Field Electric Centre,
provides backup power to the airfield. It is anticipated that any future development of the Airport
property will have electrical service provided by SaskPower, without any major upgrades to SaskPower
infrastructure. However, discussions with SaskPower at the time of any development is required. There
may be significant lead times prior to any development for SaskPower to plan for possible upgrades.
28 Pryde Schropp McComb, Inc. (2008). Regina International Airport – Airport Master Plan 2007-2027.
Master Plan 2037 (DRAFT) Regina International Airport 10-3
NATURAL GAS DISTRIBUTION Natural gas service to the Airport facilities is currently provided by SaskEnergy. It is anticipated that any
future development of the Airport property will have natural gas service provided by SaskEnergy, without
any major upgrades to SaskEnergy infrastructure. However, discussions with SaskEnergy at the time of
any development is required. There may be significant lead times prior to any development for SaskEnergy
to plan for possible upgrades.
COMMUNICATION SERVICES Telephone and cable television service is currently provided to the Airport facilities by the Saskatchewan
Telecommunications Holding Corporation (SaskTel) and Access Communications Co-operative, Limited. It
is anticipated that any future development of the Airport property will have communication service
provided by SaskTel and Access Communications Co-operative, Limited, without any major upgrades to
communication infrastructure. However, discussions with the utility companies at the time of any
development would be required. There may be significant lead times prior to any development for the
utility companies to plan for possible upgrades.
AIR TERMINAL BUILDING EXPANSION There is the potential for expansion of the ATB on the southwest and northwest sides. If expansion occurs
on the southwest side towards Apron 1, there will impacts to existing utilities as follows:
Existing underground sanitary main and manhole south of ATB building will need to be
decommissioned and relocated.
Existing underground storm water collection infrastructure southwest of ATB will need to be
decommissioned and moved further away from ATB.
Surface grading may need to be modified, which may require modifications to Apron 1.
Electrical and communication infrastructure will need to be decommissioned and relocated.
If expansion occurs on the northwest side, impacts to existing utilities will include the following:
Existing underground storm main and catch basin will need to be decommissioned and possibly
relocated.
Electrical and communication infrastructure will need to be decommissioned and relocated.
Surface grading may need to be modified.
In addition to the above noted conflicts, any expansion of the ATB will need to address the following:
Water capacity could be a potential issue as additional square footage may require additional fire
flow capacity beyond what is currently available. Usage from additional passenger volumes should
not be an issue as fire flow capacity will most likely dictate requirements.
Detailed modeling will be required to determine wastewater capacity constraints with additional
passenger volumes.
Expansion of ATB to accommodate increased passenger volumes will require additional Short-
and Long-Term Parking, as well as additional unloading zone space.
Utility companies may require upgrades to infrastructure to provide service with expansion of
ATB.
Master Plan 2037 (DRAFT) Regina International Airport 10-4
Figure 10-1. Existing Utility Lines at the Airport
Master Plan 2037 (DRAFT) Regina International Airport 10-5
Figure 10-2. Existing Utilities Near the Air Terminal Building
Master Plan 2037 (DRAFT) Regina International Airport 10-1
Master Plan 2037 (DRAFT) Regina International Airport 11-2
Chapter 11 RECOMMENDED IMPLEMENTATION PLAN The recommended implementation plan is divided into three phases. Each phase contains a list of
capital projects. These projects are introduced in a rough sequence. In some cases, the projects must
occur in the presented sequence. In other cases, projects are independent of one another and can
occur at any time in the sequence.
PHASE 1 Phase 1 consists of projects that are anticipated to occur in the next two to five years (2019 to 2022). 14
projects are included in Phase 1. The Phase 1 projects are depicted in Figures 11-1 and 11-2. Projects 2
through 8 are dependent on the preceding projects and must occur sequentially. Projects 10 and 11 are
also interconnected.
Project 1 – Regina Avenue Expansion – consists of expanding Regina Avenue to two lanes on both
directions, with sidewalks that allow pedestrian access to the Airport.
Project 2 – New Maintenance Garage – consists of constructing a new Combined Services Building
(CSB). The CSB is split into two phases, Phase 1 of which includes accommodating the services
currently provided in the existing Maintenance Garage.
Project 3 – Demolition of the SPMC Hangar and Old Maintenance Garage – following the end of
the current lease, the SPMC facility would be demolished to make way for future road
construction.
Project 4 – Buffalo Trail Extension – extend Buffalo Trail to the west, adjacent to the employee
parking lot, and to the ATB curbside. The Buffalo Trail extension is a two-way road for the entire
east-west portion of the road. The southern segment of the extension is one-way southbound
into the terminal area. The Buffalo Trail extension also includes driveways for the Maintenance
Complex and Employee Parking facility.
Project 5 – Taxi Queue Relocation – the taxi queue is moved to the northwest by approximately
125 metres, to the new Buffalo Trail extension. This includes relocating the small shelter where
customers can wait for a taxicab. When the taxi queue is moved, the 125 metres of vacant space
can then be used for additional curbside capacity for private vehicle pick-up or drop-off.
Project 6 – Otter Lane Demolition – with the Buffalo Trail extension in-place, Otter Lane is
demolished and all traffic that currently uses Otter Lane is moved to Buffalo Trail. This improves
the traffic operations and safety by removing the closely-spaced intersections of Airport Road
with Regina Avenue and Otter Trail.
Project 7 – New Rental Car Lot – construct a new 170 space rental car lot to the northwest of the
ATB. Vehicular access to/from the new lot is via Buffalo Trail for both customers and rental car
service agents. This improves curbside traffic congestion and safety by removing all rental car
traffic from the terminal area roads and curbsides. When the CBSA is closed, pedestrian access
to/from the rental car lot is via the baggage claim hall.
Project 8 – Conversion of Old Rental Car Lot to Long-Term Parking – convert the 142 spaces
currently used by rental cars to Long-Term Parking. This project consists of closing the existing
Master Plan 2037 (DRAFT) Regina International Airport 11-3
driveway accessing the lot removing the barriers between the Long-term Lot and the Rental Car
Lot.
Project 9 – ATB Holdroom Expansion – expand and modify the holdroom as described in Phase 1
of the ATB expansion described in Chapter 5 (see Page 5-28) and depicted in Figure 5-19.
Project 10 – New Infield Roadway – construct a new infield roadway associated with Taxiway C,
to remove vehicular traffic from Taxiway C and old Taxiway C and also provide connected airfield
access to the area north of Taxiway C.
Project 11 – New Airport Control Tower – construct a new airport control tower and FSS facility
north of the ATB, but out of the Air Terminal Reserve for long-term ATB expansion. This project
includes construction of access to the facility and employee parking.
Project 12 – Supplemental ATB Utilities – construct supplemental water and waste-water lines
for the ATB. The new supplemental water and waste-water lines would likely be located on the
north side of the ATB to connect with the largest main lines.
Project 13 – Apron II Expansion – expand Apron II by 9,500 square metres, with a 48 metre
extension on the west and 31 metres on the east, as depicted in Figure 4-7.
Project 14 – Runway 31 SALSAR – Runway 31 currently has an Omnidirectional Approach Lighting
System (ODAL). In order to maintain the current certifications, the lighting systems will likely
require an upgrade to a SALSAR, similar to what is currently installed on Runway 13.
The estimated costs for each of these 14 projects are summarized in Table 11-1. Due to the high-level of
the estimates a 30% range is provided. These Class D costs represent the estimated costs that RAA is
responsible for. For Project 11, the New Airport Control Tower, it is assumed that RAA will support the
costs associated with providing access and utilities to the facility and that NavCanada will be responsible
for the remaining costs. The total estimate for all Phase 1 projects ranges from $35.3 Million to $46.7
Million.
Master Plan 2037 (DRAFT) Regina International Airport 11-4
Table 11-1. Phase 1 Project Cost Estimates
Number Description Low (-10%) High (+20%)
1 Regina Avenue Expansion $ 2,900,000 $ 3,800,000
2 New Maintenance Garage $ 12,400,000 $ 16,500,000
3 SPMC Hangar and Old Maintenance Garage Demolition $ 600,000 $ 700,000
4 Buffalo Trail Extension $ 900,000 $ 1,200,000
5 Taxi Queue Relocation $ 1,200,000 $ 1,600,000
6 Otter Lane Demolition $ 300,000 $ 400,000
7 New Rental Car Lot $ 600,000 $ 900,000
8 Conversion of Old Rental Car Lot to Long-Term Parking $ 200,000 $ 200,000
9 ATB Holdroom Expansion (see expanded detail below) $ 10,500,000 $ 13,800,000
10 New Infield Roadway $ 900,000 $ 1,100,000
11 New Airport Control Tower (site preparation only) $ 1,000,000 $ 1,300,000
12 Supplemental ATB Utilities $ 100,000 $ 200,000
13 Apron II Expansion $ 1,400,000 $ 1,800,000
14 Runway 31 SALSAR $ 1,400,000 $ 1,900,000
TOTAL $ 34,400,000 $ 45,400,000
ATB Modification Phase 1 Breakout (see Figure 5-19)
Number Description Low (-10%) High (+20%)
1 Remove Landside Concessions and PBS Relocation $ 4,200,000 $ 5,600,000
2 Convert Landside Concession into Holdroom $ 900,000 $ 1,100,000
3 Construct Landside Concessions and Modify Restrooms $ 1,600,000 $ 2,100,000
4 Construct New Concessions and Lounge Space $ 1,200,000 $ 1,500,000
5 Remove Sterile Corridor and Expand Holdroom $ 2,600,000 $ 3,500,000
TOTAL $ 10,500,000 $ 13,800,000
Note: The Class D cost estimates are based on approximate area takeoffs and unit costs on recent
construction projects in the Regina area. The costs also include conservative percentage-based
allowances for soft costs and contingencies. All costs are in 2018 Canadian Dollars.
Master Plan 2037 (DRAFT) Regina International Airport 11-5
Figure 11-1. Phase 1 Implementation Plan – Terminal Area
Master Plan 2037 (DRAFT) Regina International Airport 11-6
Figure 11-2. Phase 1 Implementation Plan – Campus Map
Master Plan 2037 (DRAFT) Regina International Airport 11-5
PHASE 2 Phase 2 consists of projects that are anticipated to occur in the next five to ten years (2023 to 2027). 16
projects are included in Phase 2. The Phase 2 projects are depicted in Figures 11-3 and 11-4. Project 1
through 11 are dependent on prior projects. Projects 1 through 7 must occur sequentially, while projects
8 through 11 can all occur once Project 7 is complete.
Project 1 – New Access Road to Tutor Drive – extend Sandra Schmirler Way to Tutor Drive, for a
new primary access route to the MTF facilities, Aerocentre, Fuel farm, and ATB loading dock.
Project 2 – New Signalized Intersection – construct a traffic signal at the new four-way
intersection of Sandra Schmirler Way and Regina Avenue.
Project 3 – Airport Road and Cell Phone Lot Partial Demolition – demolish the portion of Airport
Road between Buffalo Trail and the Overflow Lot. This forces all traffic to the south service area
to use the new Sandra Schmirler Way extension and removes all non-passenger-related traffic
from the ATB loop road. Also demolish the existing cell phone lot to clear area for Project 6.
Project 4 – New Employee Parking Lot – construct a new 250-space employee parking lot north
of the Buffalo Trail extension, between the new rental car lot and the new CSB.
Project 5 – Existing Employee Lot Demolition – upon completion of the new employee parking
lot, the existing employee lot is demolished to clear the land for Project 6.
Project 6 – New Inbound Roadway – construct a new inbound roadway, diverging from the
existing alignment near the existing cell phone lot and then running parallel to the Buffalo Trail
extension. The new alignment more than doubles the development envelope inside the ATB
roadway loop.
Project 7 – Existing Inbound Roadway Demolition – once the new inbound roadway is
constructed, the existing inbound roadway can be demolished.
Project 8 – Short-Term Parking Expansion – extending the roadway loop allows for the Short-
Term Parking Lot to be expanded from 110 spaces to approximately 170 spaces.
Project 9 – Long-Term Parking Expansion – extending the roadway loop also allows for the Long-
Term Parking Lot to be expanded by approximately 120 spaces to be in line with the 2027 facility
requirements.
Project 10 – Ground Transportation Commercial Development – develop a multi-use ground
transportation facility. This would include a convenience store, gas station, cell phone lot, and
commercial vehicle hold lot. Co-locating the gas station/convenience store with the cell phone
lot and commercial vehicle hold lot allows for potentially maximizing the site’s revenue
generation.
Project 11 – Hotel Site #1 – develop a site for a hotel in close proximity to the ATB. This site is
located north of the Long-Term Parking lot.
Master Plan 2037 (DRAFT) Regina International Airport 11-6
Project 12 – New FireHall – consists of constructing Phase 2 of the new CSB, which includes
expanding the facility to accommodate all emergency responder operations that are currently
located within the existing FireHall. Upon completion of the CSB expansion, the existing Firehall
would be demolished.
Project 13 – Campbell Street Connector – extend the recently constructed road north of Apron V
to Campbell Street. This connectivity will increase the number of parcels available for commercial
development and, by improving accessibility to these northern commercial parcels, increase the
attractiveness of the land.
Project 14 – Centralized De-Icing Facility – construct the first phase of the CDF, as described in
Chapter 4 and depicted in light blue in Figure 4-9.
Project 15 – New Parallel Taxiway – construct a parallel taxiway between Taxiway B and Runway
13-31, between Taxiway B1 and Taxiway K. This will reduce delays associated with de-icing
operations, particularly during takeoff operations on Runway 31. Construction of this parallel
taxiway between Taxiway M and Taxiway K could be accelerated to provide additional Apron I
capacity, particularly during current de-icing operations.
Project 16 – Taxiway K Replacement – de-conflict Taxiway K by striping a route perpendicular to
the Runway 26 threshold, removing the pavement that connects to Runway 13-31, and
constructing a new exit taxiway for Runway 13-31, as shown in Figure 4-6. As described in Chapter
4, this project will reduce the potential for wrong-runway departures, potential for runway
incursions by small aircraft, and dual runway use for a single taxiway
The estimated costs for each of these 16 projects are summarized in Table 11-2. These Class D costs that
are shown include only the costs for which the RAA is responsible. For Project 10, the RAA assumes
responsibility for the parking facilities, site preparation, and utility extensions; but not the development
of the gas station/convenience store. For Project 11, the costs of the new hotel site include what is
required to prepare the site for development and not the actual cost of the building construction. The
total estimated cost for Phase 2 ranges from $59.8 Million to $79.5 Million.
Master Plan 2037 (DRAFT) Regina International Airport 11-7
Figure 11-3. Phase 2 Implementation Plan – Terminal Area
Master Plan 2037 (DRAFT) Regina International Airport 11-8
Figure 11-4. Phase 2 Implementation Plan – Campus Map
Master Plan 2037 (DRAFT) Regina International Airport 11-9
Table 11-2. Phase 2 Project Cost Estimates
Number Description Low (-10%) High (+20%)
1 New Access Road to Tutor Drive $ 600,000 $ 800,000
2 New Signalized Intersection $ 400,000 $ 500,000
3 Airport Road and Cell Phone Lot Partial Demolition $ 100,000 $ 100,000
4 New Employee Parking Lot $ 600,000 $ 800,000
5 Existing Employee Lot Demolition $ 200,000 $ 200,000
6 New Inbound Roadway $ 1,300,000 $ 1,700,000
7 Existing Inbound Roadway Demolition $ 200,000 $ 200,000
8 Short-Term Parking Expansion $ 300,000 $ 400,000
9 Long-Term Parking Expansion $ 700,000 $ 900,000
10 Convenience Store (site preparation only), Cell Phone
Lot, and Hold Lot Construction $ 500,000 $ 700,000
11 Hotel Site #1 (site preparation only) $ 400,000 $ 600,000
12 New FireHall $ 7,100,000 $ 9,400,000
13 Campbell Street Connector $ 900,000 $ 1,200,000
14 Centralized De-icing Facility $ 23,700,000 $ 31,600,000
15 New Parallel Taxiway $ 21,200,000 $ 28,300,000
16 Taxiway K Replacement $ 1,600,000 $ 2,100,000
TOTAL $ 59,800,000 $ 79,500,000
Note: The Class D cost estimates are based on approximate area takeoffs and unit costs on recent
construction projects in the Regina area. The costs also include conservative percentage-based
allowances for soft costs and contingencies. All costs are in 2018 Canadian Dollars.
Master Plan 2037 (DRAFT) Regina International Airport 11-10
PHASE 3 Phase 3 consists of projects that are anticipated to occur in the next ten to twenty years (2028 to 2037).
11 projects are included in Phase 3. The Phase 3 projects are depicted in Figures 11-5 and 11-6.
Project 1 – ATB Expansion – consists of the ATB expansion project described as Phase 2 and Phase
3 in Chapter 5 (see Page 5-28) and depicted in Figures 5-20 and 5-21.
Project 2 – Regina Avenue Outbound Realignment – construction of a new two-lane outbound
roadway to increase the development envelope inside the terminal loop.
Project 3 – Existing Regina Avenue Outbound Demolition – upon completion of the new
outbound roadway, the existing outbound roadway can be demolished.
Project 4 – Long-Term Parking Expansion – expand the Long-Term parking lot by approximately
600 spaces when-warranted by demand.
Project 5 – Hotel Site #2 – develop a site for a hotel near the entrance to Airport property. The
proposed site is at the corner of Regina Avenue and Sandra Schmirler Way, adjacent to the
Economy Parking Lot.
Project 6 – Rental Car Lot Expansion – expand the rental car lot by approximately 60 spaces when
warranted by demand.
Project 7 – Employee Parking Lot Expansion – expand the employee parking lot by approximately
70 spaces when warranted by demand.
Project 8 – QTA Expansion – expand the rental car QTA by constructing a second car wash tunnel
and expanding the vehicle storage area by approximately one-third of a hectare. The existing QTA
building was designed to accommodate a second car-wash tunnel.
Project 9 – CDF Expansion – expand the CDF to provide two additional aircraft holding positions
(a code E and Code D), as shown in the dark blue in Figure 4-9.
Project 10 – New South Parallel Taxiway – construct a taxiway parallel to Runway 08-26 and the
threshold of Runway 31. This will eliminate back-taxiing on Runway 08 and will allow for
commercial airside development on the southern Airport property.
Project 11 – Western Development Roadways – construct a new roadway network in the
northwest area of the airport (west of Runway 13 threshold and north of the Runway 08
threshold). This roadway network will allow for the development of potential airside, logistics,
and warehousing development.
The estimated costs for each of these 11 projects are summarized in Table 11-3. These Class D costs that
are shown include only the costs for which the RAA is responsible. For Project 5, the costs of the new
hotel site include what is required to prepare the site for development and not the actual cost of the
building construction. The total cost of Phase 3 is estimated to range from $71.1 Million to $95.0 Million.
Master Plan 2037 (DRAFT) Regina International Airport 11-11
Figure 11-5. Phase 3 Implementation Plan – Terminal Area
Master Plan 2037 (DRAFT) Regina International Airport 11-12
Figure 11-6. Phase 3 Implementation Plan – Campus Map
Master Plan 2037 (DRAFT) Regina International Airport 11-13
Table 11-3. Phase 3 Project Cost Estimates
Number Description Low (-10%) High (+20%)
1 ATB Expansion (see breakout below) $ 44,700,000 $ 59,500,000
2 Regina Avenue Outbound Realignment $ 1,000,000 $ 1,400,000
3 Existing Regina Avenue Outbound Demolition $ 300,000 $ 500,000
4 Long-Term Parking Expansion $ 1,900,000 $ 2,600,000
5 Hotel Site #2 (site preparation only) $ 400,000 $ 600,000
6 Rental Car Lot Expansion $ 400,000 $ 500,000
7 Employee Parking Lot Expansion $ 400,000 $ 500,000
8 QTA Expansion $ 600,000 $ 800,000
9 CDF Expansion $ 7,400,000 $ 9,900,000
10 New South Parallel Taxiway $ 7,300,000 $ 9,700,000
11 Western Development Roadways $ 6,700,000 $ 9,000,000
TOTAL $ 71,100,000 $ 95,000,000
ATB Phase 2 (see Figure 5-20) and Phase 3 (see Figure 5-21) Expansion and Modification Breakout
Number Description Low (-10%) High (+20%)
2.1 Construct New Administration Offices $ 4,100,000 $ 5,500,000
2.2 Relocate PBS to Level 1 $ 1,900,000 $ 2,600,000
2.3 Expand Retail Core and Restrooms $ 1,300,000 $ 1,700,000
2.4 Expand ATB Between Gates 6 & 7 $ 2,400,000 $ 3,100,000
2.5 Construct New Inbound Baggage Room and Tunnels $ 4,600,000 $ 6,100,000
2.6 Install 1st and 3rd Sloped Plate Devices $ 2,700,000 $ 3,600,000
2.7 Construct New CBSA Secondary Screening $ 2,300,000 $ 3,100,000
3.1 Construct New Holdroom and CBSA Primary $ 19,100,000 $ 25,500,000
3.2 Install 2nd and 4th Sloped Plate Devices $ 2,700,000 $ 3,600,000
3.3 Renovation of CBSA Secondary and Restrooms $ 1,500,000 $ 2,000,000
3.4 Relocate Rental Car Counters and New Concessions $ 2,100,000 $ 2,700,000
TOTAL $ 44,700,000 $ 59,500,000
Note: The Class D cost estimates are based on approximate area takeoffs and unit costs on recent
construction projects in the Regina area. The costs also include conservative percentage-based
allowances for soft costs and contingencies. All costs are in 2018 Canadian Dollars.
Master Plan 2037 (DRAFT) Regina International Airport 11-14
LONG-TERM PLANNING RESERVES There are three long-term projects that are not anticipated to be needed within the twenty-year planning
period. However, these projects are critical to the Airport’s mission and goals and land should be
preserved for their eventual implementation. The three projects are shown in Figure 11-7
Runway Extensions As described in Chapter 4, though it is unlikely to occur during the 20-year planning period, the Airport
may eventually want to extend Runway 13-31 by 300 metres to accommodate new long-haul flights.
Neither runway end is capable of being extended by 300 metres due to the proximity of roads and other
structures. As a result, it is recommended that the RAA preserve land and airspace to expand both runway
ends by 150 metres.
ATB Expansion The ATB expansion described in Chapter 5 is expected to accommodate all activities at the ATB in the
planning period. However, it is likely that the ATB will require additional aircraft parking positions,
boarding bridges, and holdroom beyond the 20-year planning period. It is recommended that the RAA
preserve land to expand the ATB to the North along the extent of Apron I. The new Airport control tower
should be sited to avoid any future ATB expansion.
New Roadway Connector The recently constructed roadway north of Apron V is not directly connected to Sandra Schmirler Way.
Ideally, the new roadway would be connected to Sandra Schmirler Way in the future. Currently, a storm
water drainage basin is located where the roadway would ideally extend to Sandra Schmirler Way.
Relocating the drainage basin is not expected to be necessary during the 20-year planning period.
However, should the development of Airport property in this area create heavy traffic, then the RAA may
need to relocate the drainage basin and extend the roadway to solve traffic-related problems.
Master Plan 2037 (DRAFT) Regina International Airport 11-15
Figure 11-7. Long-Term Planning Reserves
Master Plan 2037 (DRAFT) Regina International Airport 11-16
Master Plan 2037 (DRAFT) Regina International Airport 11-17
Master Plan 2037 (DRAFT) Regina International Airport 12-1
Chapter 12 – AIRPORT LAND USE PLAN 2037
One of the main objectives of Master Plan 2037 is to provide guidance to identify future developments.
The goal of the Airport Development Implementation Plan, presented in Chapter 11, is to illustrate
potential infrastructure development and key activity areas through 2037. The results of the
implementation plan were compiled to develop a Land Use Plan (LUP). The LUP depicts the intent for
future growth and development of airports lands through 2037. The purpose is to ensure that rational
and orderly development is achieved through the designation of an appropriate mix and distribution of
aeronautical and commercial uses.
GUIDING PRINCIPLES
The LUP places existing airport infrastructure and land reserves into the context of the Airport’s current
operating and market environment and establishes an approach to meet forecast requirements through
the 2037 planning period. The planning principles used as a basis for land-use designations reflect the
strategic objectives and development targets of RAA. Specifically, the key principles for land use planning
seek to:
Protect existing operational areas and provide for airfield/apron expansion requirements that
may occur over the long-term and beyond;
Designate sufficient land to allow expansion of passenger facilities and related services;
Facilitate commercial development strategies through flexible commercial land-use designations;
and
Implement development in a manner that will protect or enhance environmental conditions at
the Airport and in the Regina community at-large.
LAND USE DESIGNATIONS For the purposes of the LUP, all Airport lands are designated for specific land uses. These land uses were
defined in the original ground lease as-follows:
Airside System – uses include the runway and taxiway systems, and apron.
Air Terminal Building Reserve – accommodates the Air Terminal Building.
Ground Transportation System Reserve – includes the roadway access, parking, and protection
for right-of-way access to commercial areas.
Air Cargo Reserve – contains air freight processing and storage areas.
Operations Facilities Reserves – accommodates the Airport’s radar installation and other
NavCanada facilities.
Airport Support Facility Reserves – accommodates the Emergency Response Services, Transport
Canada, and Power House facilities.
Master Plan 2037 (DRAFT) Regina International Airport 12-2
Airside Commercial Reserves – includes commercial activities requiring direct access to the airside
system, including aircraft maintenance bases, Fixed Base Operators (FBOs), and commercial
fueling facilities.
Groundside Commercial Reserves – includes flight kitchens, car rental depots, maintenance
garages, and other commercial activities which do not require direct airside access.
Airport Reserves – lands protected for long-term Airport use, which are not required within the
planning period.
The same color scheme that was used in the prior registered LUP was used to develop the proposed LUP.
PROPOSED LAND USE PLAN
The proposed 2037 LUP is shown in Figure 12-1. The land areas associated with each of the land use
designations are summarized in Table 12-1.
Table 12-1. Area Allocation by Land Use Designation
Land Use Designation Area in Hectares
Airside System 245.1
Air Terminal Building Reserve 3.8
Ground Transportation System Reserve 15.9
Operations Facilities Reserves 2.5
Airport Support Facility Reserves 6.1
Airside Commercial Reserves 71.2
Groundside Commercial Reserves 124.3
Air Cargo Reserve 1.2
Airport Reserves 131.6
Total 601.7
Airside System The Airside System occupies the largest area of land at the Airport. It includes the two runways, all taxiway
systems, the five aprons, approach paths, navigational aids, runway clearways, RESA, and runway
protection areas. It also includes the area designated for the proposed Centralized De-icing Facility.
Airfield land uses are maintained to provide continuity between the required facilities and future demand.
Master Plan 2037 (DRAFT) Regina International Airport 12-3
The delineation of the airside system is based on Transport Canada’s Aerodrome Standards and
Recommended Practices, 5th Edition under the assumption that the Airport will transition to 5th edition in
the near future.
Air Terminal Building Reserve The Air Terminal Building Reserve has been expanded to the north, reflecting the ATB expansion
requirements and the preferred expansion alternative. The new reserve will provide sufficient area to
accommodate terminal and apron development through 2037 and beyond.
Ground Transportation System Reserve The Ground Transportation System Reserve includes the existing terminal area roadway loop, the Long-
Term Parking Lot, and Buffalo Trail. Sufficient space has been preserved in the Ground Transportation
System Reserve to accommodate the roadway projects and parking expansions described in the
Implementation plan.
Operations Facilities Reserves Five facilities and their associated land are included in the Operations Facilities Reserves. These include:
The Receiver Site (west of Runway 13-31)
The Radar Site (west of Runway 13-31)
The AWAS (south of Runway 08-26)
The Transmitter Site (south of Runway 08-26)
The new proposed Control Tower site (north of the ATB)
Airport Support Facility Reserves Four facilities and their associated land areas are included in the Airport Support Facility Reserves. These
include:
The site of the combined services building and corresponding maintenance structures (north of
the ATB)
The NPS-V and current Firehall facilities (south of the ATB)
The Field Electrical Center (adjacent to Taxiway P)
The Fire Training Area (located adjacent to the Runway 08 threshold)
Airside Commercial Reserves Prior land-use plans had identified two primary Airside Commercial Reserve areas and these areas are
maintained in the proposed 2037 LUP. The first area includes commercial and private hangar space in the
general vicinity of Taxiway C and Aprons 3, 4, and 5. The 2037 LUP accounts for the recent relocation of
Taxiway C and recent construction of a new roadway north of Taxiway C. The second previously identified
area is located in the vicinity of Apron 2 and includes the MTF-A, Aerocentre FBO, and the fuel farm.
The 2037 LUP adds three new areas designated for Airside Commercial Reserves, each of which is
considered a long-term development area:
10.3 hectares west of the Runway 13 threshold
20.3 hectares north of the Runway 08 threshold
18.8 hectares south of Runway 08-26
Master Plan 2037 (DRAFT) Regina International Airport 12-4
Groundside Commercial Reserves Prior Land Use Plans identified large portions of the eastern Airport property as Groundside Commercial
Reserves. These lands have included commercial developments, such as the buildings used by CanMar,
StorEdge, CBSA, and two office buildings. These lands also include the rental car quick-turn-around facility
on Buffalo Trail. The RAA continues to develop these eastern properties for commercial development.
Three additional parcels in the greater terminal area were identified for commercial development,
including two hotel sites and a gas station/convenience store. Lastly, 73 hectares on the western side of
the Airport property were strategically identified for long-term groundside commercial development.
Air Cargo Reserve The prior Land Use Plan had identified an area north of Taxiway C for Air Cargo Reserve. Air Cargo traffic
has not increased as previously expected, thus requiring a significantly smaller land reserve. The RAA
recently constructed the MTF-G facility, south of the ATB, which is predominantly used for cargo functions,
and which is envisioned to expand to accommodate additional air cargo needs.
Airport Reserves These lands are not yet assigned to any of the above land use designations. They are held in reserve for
contingency requirements, and provide an effective buffer zone for continuance of safe airport
operations.
SUMMARY The LUP is the most critical aspect of the Master Plan. By designating zones for planned uses, RAA can systematically preserve lands for aeronautical functions (ATB and airfield), while enabling other lands to be available for support or revenue generation functions.
Master Plan 2037 (DRAFT) Regina International Airport 12-5
Figure 12-1. 2037 Airport Land Use Plan
Master Plan 2037 (DRAFT) Regina International Airport 12-1
Master Plan 2037 (DRAFT) Regina International Airport 13-2
Chapter 13 CONSULTATION PROGRAM As a locally-run organization, RAA is committed to connecting with the community. Consultation is a
critical part of this community-centric relationship. It is a way to gather data and ideas, solicit feedback,
improve communications, enhance solutions, and augment sustainable decision making. The
communication and engagement strategy for the Master Plan consisted of two primary components:
Airport Stakeholder Consultation and Public Consultation.
Airport Stakeholder Consultation Two advisory committees were created for the Master Plan: the Community Advisory Committee and the
Technical Advisory Committee. The members of these committees are shown in Table 13-1.
Table 13-1. Airport stakeholder consultation committees
Committee Participants
Community Advisory City of Regina, RM of Sherwood, Economic Development Regina, Tourism
Regina, Global Transportation Hub, the Community Consultative Committee,
the Province of Saskatchewan, several local developers, and representatives of
private land owners who own land adjacent to the Airport
Technical Advisory Airfield and Terminal: Air Canada, WestJet, Transport Canada, NAV Canada,
Regina Flying Club, Shell Aerocentre, CargoJet, SA Aviation, and Airport Terminal
Services.
Safety and Security: CATSA, CBSA, Corps of Commissionaires, Regina Police, and
Public Safety
Groundside: Regina Transit, Rental car representatives, Taxicab representatives,
and Other land tenants
The Master Planning team met with each member of the committee individually as part of the inventory
efforts. These committees were invited to two committee meetings/workshops at key junctions of the
master plan process:
1. Committee Meeting #1 (September 2017) – consisted of reviewing the existing conditions, the
forecast results, the environmental review, the facility requirements, and preliminary
alternatives.
2. Committee Meeting #2 (March 2018) – consisted of reviewing the results of the alternatives
analysis, the implementation plan, the noise forecast, and the proposed land-use plan to be
submitted to Transport Canada.
In addition to the sessions described above, phone or in-person bilateral discussions were held with the
stakeholders to ensure that future plans for service and impacts were included in the Master Plan. Private
meetings were held with representatives of local land owners and developers as-requested, to
understand the impacts of the noise forecast and relevant Airport projects. Also, the relevant portions of
the Master Plan were presented to the RAA’s Airline Consultative Committee in January 2018, after which
the airlines’ representatives provided both verbal and written comments.
Master Plan 2037 (DRAFT) Regina International Airport 13-3
Public Consultation A public awareness campaign was launched to increase market awareness and support for the Master
Plan. Public open-houses were held as-follows:
1. July 2017 – consisted of an introduction to the master planning process and solicitation of
feedback on existing issues and opportunities.
2. September 2017 – consisted of sharing the aviation demand forecast, environmental review,
facility requirements, and preliminary alternatives and to glean feedback on the preliminary
alternatives.
3. March 2018 – consisted of sharing the results of the full alternatives analysis, the implementation
plan, the noise forecast, and the proposed land-use plan to be submitted to Transport Canada.
The primary purpose of the open-houses was to receive feedback on the work and garner support for the
Airport future plans. Summaries of the three open houses are provided in Appendix A.
The RAA also started a website, specifically for the Master Plan, where the presentation materials from
the open houses were posted.
Open House #1
Date & Time: July 19th, 2017 – 5:00 to 7:30pm, Ticketing Lobby in the Air Terminal Building
This open house provided an
introduction to the Master
Plan. The information was
presented on large poster
boards and covered the
following: what a Master Plan
is (and what it is not); the
Master Planning Process; and
drawings of the existing site
and buildings. This process
gave the attendees a chance
to identify issues and
opportunities within the
existing airport.
Approximately 62 people
attended the open house to
ask questions, learn about the
planning process, and provide
feedback on issues and
opportunities.
Figure 13-1. Layout at Open House #1
Master Plan 2037 (DRAFT) Regina International Airport 13-4
Open House #2
Date: September 14th, 2017 – 5:00 to 7:30pm, Ticketing Lobby in the Air Terminal Building
Large poster boards were used to communicate information to approximately 55 attendees regarding:
What We Heard from Engagement #1;
Aviation Demand Forecast;
Airfield Requirements;
Two Short-Term Options for the Terminal;
Five Long-Term Alternatives for the Terminal;
Four Ground Transportation Options;
Utility requirements and an overview of existing infrastructure; and,
High-level Environmental information.
A Questionnaire was used as the format in which attendees were asked to provide their input on the
holdroom expansion options, PBS screening locations, long-term expansion options, and ground
transportation alternatives. They were provided an opportunity to provide general comments related to
the Master Plan. The results of the Questionnaire (in addition to the input from Airport staff, Board
members, and the community) provided direction to narrow down the options to provide a phased
approach. The project team synthesized the information to create the development phases.
Open House #3
Date: March 13th, 2018 – 5:00 to 7:30pm, Ticketing Lobby in the Air Terminal Building
The final open house is often a conduit to present the findings and proposed options development of the
Airport over the next 5 – 20 years. Over 82 people attended the open house to review the Master Plan
information and the three phases of development options for the terminal and the Airport area. Feedback
gleaned from this open house was in verbal format and centered around the following four themes:
1) Airfield;
2) Air Terminal Building;
3) Collaboration; and,
4) Groundside.
Overall, the comments from attendees were positive and supportive of the three phases of development
for the Regina International Airport over the next twenty years.
Conclusion There were no major concerns or issues that were expressed at the committee meetings or open
houses. The committee members and open house attendees were supportive of the planning process,
the phased approaches to ATB development, the overarching concepts of the Master Plan, and the
proposed Land Use Plan.